Assume the position of CFO with complete assurance, perfecting your expertise on financial markets, management skills and international finance’’

Why study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"     

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus. 

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high... 

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.    

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Show the world your talent after completing this program. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities. 

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique: 

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.    

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.      

Economy of Scale

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH you will have access to Harvard Business School case studies" 

This Executive MBA in in Financial Management (CFO, Chief Financial Officer) has been structured following TECH's educational methodology, based on Relearning, allowing executives to optimize their study time. The most important concepts for competent CFOs are acquired naturally throughout the program, saving valuable time and providing the flexibility to delve deeper into  the areas of greatest interest to the executive. 

Become the CFO of national and multinational companies and enhance your managerial skills thanks to this syllabus”  

Syllabus

TECH’s Professional master’s degree MBA in Financial Management (CFO, Chief Financial Officer) is a program that is taught online and one that will help students acquire the knowledge they require to work as as a CFO in some of the most prestigious national and international companies. As such, after completing the 1500 hours of study, the professional will be prepared to lead the financial and economic management of an organization from a strategic and innovative perspective.

This way, students will not only improve their professional prospects, but will also obtain a considerable salary increase commensurate to the important work they will carry out. Therefore, the executive will become a key factor in the organization’s success due to their ability to manage the financial, marketing and accounting departments of their company. 

During the course, the future Chief Financial Officer will work individually to analyze a multitude of practical cases, achieving contextual learning that allows them to perfectly understand possible situations that they may face in their daily practice. It is, therefore, an authentic immersion in real business situations. 

A plan designed to enable students to achieve excellence in the field of management and business. A program that meets their needs and those of their company through innovative content based on the latest trends supported by the best educational methodology and an exceptional faculty, which will give them skills to face critical situations in a creative and efficient way.

This program takes place over 12 months and is divided into 3 main blocks: 

Block 1. General Management

Module 1. Strategic Management
Module 2. Management and Leadership Development
Module 3. Marketing Management and Operations
Module 4. Financial Accounting
Module 5. Executive Accounting
Module 6. Strategic Planning and Management Control
Module 7. Banking and Financial Markets
Module 8. Financial Risk and Corporate Finance
Module 9. Investment Project Feasibility 
Module 10. International Finance
Module 11. Startups Creation and Financing
Module 12. Creation and financing of startups
Module 13. Leadership, Ethics and Corporate Social Responsibility. 
Module 14. People and Talent Management
Module 15. Executive Management

Where, When and How is it Taught?

TECH offers the possibility of studying this MBA in Financial Management (CFO, Chief Financial Officer) completely online. Throughout the 12 months of the educational program, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time.

Module 1. Strategic and Executive Management

1.1. Organisational Design

1.1.1. Organizational Culture
1.1.2. Organizational Structure Design
1.1.3. Competitive Advantage in Organizations

1.2. Cross-Cultural Management

1.2.1. Cultural Dimension of International Management
1.2.2. Globalization in Business Management
1.2.3. Intercultural Leadership

1.3. General Management

1.3.1. Integrating Functional Strategies into the Global Business Strategies
1.3.2. Management Policy and Processes
1.3.3. Society and Enterprise

1.4. Strategic Management

1.4.1. Establish the Strategic Position: Mission, Vision and Values
1.4.2. Developing New Businesses
1.4.3. Growth and Consolidation of the Company

1.5. Competitive Strategy

1.5.1. Market Analysis
1.5.2. Sustainable Competitive Advantage
1.5.3. Return on Investment

1.6. Corporate Strategy

1.6.1. Driving Corporate Strategy
1.6.2. Pacing Corporate Strategy
1.6.3. Framing Corporate Strategy

1.7. Planning and Strategy 

1.7.1. The Relevance of Strategic Direction in the Management Control Process
1.7.2. Analysis of the Environment and the Organization
1.7.3. Lean Management

1.8. Strategy Implementation

1.8.1. Indicator Systems and Process Approach
1.8.2. Strategic Map
1.8.3. Differentiation and Alignment

Module 2. Management and Leadership Development

2.1. People in Organizations. 

2.1.1. Quality of Work Life and Psychological Well-Being
2.1.2. Work Teams and Meeting Management
2.1.3. Coaching and Team Management
2.1.4. Managing Equality and Diversity

2.2. Talent Management

2.2.1. Managing Human Capital
2.2.2. Environment, Strategy, and Metrics
2.2.3. Innovation in People Management

2.3. Management and Leadership Development 

2.3.1. Leadership and Leadership Styles
2.3.2. Motivation
2.3.3. Emotional Intelligence
2.3.4. Skills and Abilities of the Leader 2.0
2.3.5. Efficient Meetings

2.4. Change Management 

2.4.1. Performance Analysis
2.4.2. Leading change: Resistance to Change
2.4.3. Managing Change Processes
2.4.4. Managing Multicultural Teams

2.5. Strategic Communication 

2.5.1. Interpersonal Communication
2.5.2. Communication Skills and Influence
2.5.3. Internal Communication and Comprehensive Communication Plan
2.5.4. Barriers to Business Communication

2.6. Negotiation and Conflict Management

2.6.1. Effective Negotiation Techniques
2.6.2. Interpersonal Conflicts
2.6.3. Intercultural Negotiation

Module 3. Marketing Management and Operations

3.1. Marketing Management 

3.1.1. The Customer Relationship Cycle
3.1.2. Individualization vs. Standardization
3.1.3. CRM Applications and Data Mining

3.2. Strategy and Marketing Plan 

3.2.1. Market Research
3.2.2. Digital Marketing and Integrated Communications
3.2.3. Mobile Marketing

3.3. Customer Relationship Management 

3.3.1. Market Selection, Target and Product Positioning
3.3.2. Marketing Plan Creation
3.3.3. Distribution Chain Design and Management

3.4. Internationalization Strategies and Global Marketing 

3.4.1. The Customer Relationship Cycle
3.4.2. Individualization vs. Standardization
3.4.3. CRM Applications and Data Mining

3.5. Commercial and Sales Management

3.5.1. Sales Campaign Planning
3.5.2. Commercial and Sales Team Organization
3.5.3. Salesperson Recruitment and Training Policies

3.6. Supply Chain Management

3.6.1. Costs and Efficiency of the Operations Chain
3.6.2. Change in Demand Patterns
3.6.3. Change in Operations Strategy
3.6.4. Logistical Processes

3.7. Competing through Operations 

3.7.1. Innovation in Operations as a Competitive Advantage in the Company
3.7.2. Emerging Technologies and Sciences 
3.7.3. Information Systems in Operations

3.8. Business Information Systems

3.8.1. Project Management
3.8.2. Social Media Management and Digital Business
3.8.3. Business Intelligence

Module 4. Financial Accounting

4.1. Financial Accounts: Components and Formulation

4.1.1. Balance Sheet, Income Statement and Financial Statement Notes
4.1.2. Statement of Changes in Equity
4.1.3. Cash Flow Statement
4.1.4. Financial Annual Accounts Formulation Rules
4.1.5. Financial Statement Templates

4.2. Assessment Criteria

4.2.1. Historical Cost
4.2.2. Fair Value
4.2.3. Net Realizable Value
4.2.4. Utilization Value
4.2.5. Book or Carrying Value
4.2.6. Creative Accounting

4.3. Property, Plant and Equipment and Intangible Assets

4.3.1. Regulations and Method of Acquisition
4.3.2. Amortization
4.3.3. Impairment or Loss on Disposal
4.3.4. Real Estate Investments

4.4. Financial Instruments

4.4.1. Financial Assets
4.4.2. Financial Liabilities
4.4.3. Risk Assessment, Identification and Management
4.4.4. Hedging and Trading
4.4.5. Equity Instruments Accounting

4.5. Equity Study and Valuation

4.5.1. Equity on the Balance Sheet
4.5.2. Grants, Donations and Legacies
4.5.3. Equity and Adjustments for Changes in Value

4.6. Operational Restructuring

4.6.1. Mergers.
4.6.2. Demergers
4.6.3. Non-Monetary Contributions
4.6.4. Value Exchanges

4.7. Income Tax

4.7.1. Corporate Income Tax Structure
4.7.2. Calculation and Recording of the Accrued Corporate Income Tax Expense
4.7.3. Permanent and Temporary Differences

4.8. Foreign Currency Accounting

4.8.1. Functional and Presentation Currency
4.8.2. Valuation of Monetary and Non-Monetary Items
4.8.3. Temporary Transaction Differences in Foreign Currencies

Module 5. Management Accounting

5.1. Fundamentals of Management Accounting

5.1.1. Management Accounting Objectives 
5.1.2. Qualitative Characteristics of Accounting Information
5.1.3. Management Accounting Evolution

5.2. Management Accounting to Cost Accounting 

5.2.1. Elements of Cost Calculation
5.2.2. Stock in General Accounting and Cost Accounting
5.2.3. Expense in General Accounting and Cost Accounting
5.2.4. Costs Classification

5.3. Cost-Volume of Operations-Benefit Analysis

5.3.1. Characteristics and Assumptions of the Cost-Volume-Profit Method
5.3.2. Break-Even Point
5.3.3. Safety Margin
5.3.4. Uncertainty Situations in the Cost-Volume-Profit Analysis

5.4. Information Systems and Business Intelligence 

5.4.1. Fundamentals and Classification
5.4.2. Cost Allocation Phases and Methods
5.4.3. Choice of Cost Center and Impact

5.5. Direct Costing

5.5.1. Analytical Results of Direct Costing as a Management Tool
5.5.2. Fixed and Variable Costs: Classification
5.5.3. Semi-Gross Margin for Productivity Study
5.5.4. Analytical Balance Sheet Study

5.6. Budget Control

5.6.1. Budget Planning and Control
5.6.2. Operational Budgets
5.6.3. Budgeting Methods
5.6.4. Budget Control and Deviations

5.7. Standard Costs

5.7.1. Definition and Types of Standard Costs
5.7.2. Flexible Budgeting of Indirect Costs
5.7.3. Total Cost Center and Full Costs Model
5.7.4. Variances in Standard Costs Approach

5.8. Decision-Making in Management Accounting   

5.8.1. Production and Costs Organization for Decision Making
5.8.2. Analysis of Economic-Financial Statements and their Impact on Corporate Decisions
5.8.3. Financial Information for Decision-Making in the Short and Long Term
5.8.4. Dealing with Uncertainty in Decision-Making
5.8.5. Planning and Cost Analysis for Competitive Advantage

Module 6. Strategic Planning and Management Control

6.1. Management Control

6.1.1. Financial Policy and Growth
6.1.2. Information as a Management Control Tool
6.1.3. Management Control as a Planning and Management System
6.1.4. Duties of the Financial Controller
6.1.5. Scope of Management Control

6.2. Financial Information and Management Decisions

6.2.1. Financial or Legal Accounting
6.2.2. Analytical or Cost Accounting
6.2.3. Control Accounting

6.3. Treasury Management

6.3.1. Available Working Capital and Working Capital Requirement
6.3.2. Calculation of Operating Cash Requirements
6.3.3. Credit Management
6.3.4. Management of Funds, Wealth and Family Offices

6.4. Cash Management

6.4.1. Bank Financing of Working Capital
6.4.2. Treasury Department Organization
6.4.3. Centralized Treasury Management

6.5. Planning and Control of Responsibility Centers

6.5.1. Design of a Management Control System
6.5.2. Management Control Deviations

6.6. The Process of Strategic Formulation and Planning

6.6.1. Formulation and Content of the Strategic Plan
6.6.2. Balanced Scorecard
6.6.3. Terminology and Basic Concepts

6.7. Organizational Planning

6.7.1. Business Units and Transfer Pricing
6.7.2. Manufacturing, Production, Support and Sales Centers
6.7.3. Roles and Responsibilities of Financial Management

6.8. Indicators as a Control Tool

6.8.1. Control Panel
6.8.2. Number and Format of Indicators
6.8.3. Strategic Planning

Module 7. Banking and Financial Markets

7.1. The Economic Environment and Financial Markets

7.1.1. Measuring Financial Activity
7.1.2. Main Financial Aggregates
7.1.3. Markets and the Control of Financial Flows
7.1.4. The Current Financial Crisis

7.2. Banking Management

7.2.1. Securitizations
7.2.2. Derivatives and Structured Products
7.2.3. Syndicated Financing
7.2.4. Study of the Profitability Obtained

7.3. Financial Instruments and Markets

7.3.1. Fixed Income: Valuation and Pricing
7.3.2. Equities
7.3.3. Derivatives
7.3.4. Investment Funds

7.4. Financial Analysis and Planning

7.4.1. Analysis of the Balance Sheet
7.4.2. Income Statement Analysis
7.4.3. Profitability Analysis

7.5. Financial Products

7.5.1. Public and Mixed Fixed Income Assets
7.5.2. Equity Assets
7.5.3. Derivative Financial Products
7.5.4. Structured Financial Products

7.6. Collective Investment

7.6.1. Collective Investment Financial Products
7.6.2. International Collective Investment

7.7. Portfolio Management

7.7.1. Portfolio Theory
7.7.2. Fixed Income and Equity Management Styles
7.7.3. Mixed Portfolio Management Styles
7.7.4. Asset Allocation Techniques

7.8. Private Banking

7.8.1. Private Banking or Wealth Management
7.8.2. Retail and Institutional Investment
7.8.3. Differential Assets and Structures

Module 8. Financial Risk and Corporate Finance

8.1. Financial Management and Corporate Finance 

8.1.1. Business Management and Value Creation
8.1.2. Capital Structure and Financial Leverage
8.1.3. Weighted Average Cost of Capital
8.1.4. Capital Asset Pricing Model and Other Models

8.2. Company Valuation Methods

8.2.1. Dividend Discount
8.2.2. Flow Discounting
8.2.3. Comparable Multiples

8.3. Corporate Operations

8.3.1. Mergers
8.3.2. Acquisition
8.3.3. Mergers and Acquisitions
8.3.4. Tax Regime for Restructuring Operations

8.4. Studying Other Types of Companies

8.4.1. Unlisted Companies 
8.4.2. SMEs
8.4.3. Family Businesses
8.4.4. Foundations and Non-Profit Organizations
8.4.5. Social Economy Enterprise

8.5. Strategy and Risk Control 

8.5.1. Management Control Systems
8.5.2. Risks and Internal Control
8.5.3. Review and Audit of the Control System
8.5.4. Financial Risk Management

8.6. Risk, Profitability and Indebtedness

8.6.1. Economic Profitability and Financial Profitability
8.6.2. Financial Profitability and Indebtedness
8.6.3. Risk and Profitability

8.7. Sources of Financing

8.7.1. Bank Financing
8.7.2. Issuance of Debentures and Securitization of Assets
8.7.3. Private Equity y Venture Capital
8.7.4. Subsidies and Fiscal Support

8.8. Corporate Transactions and Bankruptcy

8.8.1. Declaration of Bankruptcy and its Effects
8.8.2. Settlement and Liquidation Phases
8.8.3. International Tender
8.8.4. Scoring the Tender
8.8.5. Conclusion and Reopening of the Tender

Module 9. Investment Project Feasibility

9.1. Investments in a Company

9.1.1. Concept and Classification
9.1.2. Stages in Investment Project Analysis
9.1.3. Investment as a Financial Operation

9.2. Economic Valuation Methods

9.2.1. Recovery Period
9.2.2. Total and Average Cash Flow per Committed Monetary Unit
9.2.3. Net Present Value and Internal Rate of Return
9.2.4. Discounted Payback Period and Rate of Return
9.2.5. Expected NPV Return

9.3. Cost of Capital

9.3.1. Cost of Borrowed Resources
9.3.2. Cost of Preferred Stock
9.3.3. Cost of Equity Calculation
9.3.4. Calculation of the Total Cost of Capital

9.4. Investment Diagnosis, Planning and Control

9.4.1. Financial Planning
9.4.2. Real Estate Planning
9.4.3. Tax Planning

9.5. Technical Analysis and Fundamental Analysis 

9.5.1. Definition and Scope of Application
9.5.2. Study of Graphs and Trends
9.5.3. Sector and Stock Market Research in Fundamental Analysis
9.5.4. Ratios and Fundamental Analysis

9.6. Investment Analysis in a Risky Environment

9.6.1. Discount Rate Adjustment
9.6.2. Reduction of Cash Flows to Certainty Conditions
9.6.3. Scenario Simulation

9.7. Cash Flows in Investment Projects

9.7.1. Financial Modeling
9.7.2. Discounted Cash Flows
9.7.3. Analysis of Working Capital Cash Flows
9.7.4. Taxes and Inflation

9.8. Stock Markets

9.8.1. Companies' Access to the Stock Exchange
9.8.2. International Stock Exchanges Operation
9.8.3. Stock Market Indices

Module 10. International Finance

10.1. Business & International Strategy 

10.1.1. Internationalisation.
10.1.2. Globalization
10.1.3. Growth & Development in Emerging Markets
10.1.4. International Monetary System

10.2. Foreign Exchange Market

10.2.1. Foreign Exchange Transactions 
10.2.2. The Forward Foreign Exchange Market
10.2.3. Derivative Instruments for Hedging Exchange Rate and Interest Rate Risks
10.2.4. Currency Appreciation and Depreciation

10.3. International Payment and Collection Methods

10.3.1. Bills, Personal Check and Bank Check
10.3.2. Transfer, Payment Order and Remittance
10.3.3. Documentary Clauses and Credits
10.3.4. Factoring, International Swap and Other Means

10.4. Financing Operations in International Markets

10.4.1. Incoterms
10.4.2. Derivative Instruments to Hedge Possible Fluctuations in the Price of Raw Materials
10.4.3. Export Credits With Official Support
10.4.4. Hedging with Swap Contracts.
10.4.5. The OECD Consensus

10.5. International Financial Institutions

10.5.1. The Fund for the Internationalization of the Company
10.5.2. The World Bank Group
10.5.3. The Inter-American Development Bank 
10.5.4. Caribbean Development Bank 

10.6. Study of Exchange Rates

10.6.1. Interest Rate Parity Theory 
10.6.2. Theory of Exchange Rate Expectations
10.6.3. Purchasing Power Parity (PPP) Theory
10.6.4. Capital Market Balance

10.7. Debt Conversion Programs

10.7.1. Operation
10.7.2. Conversion of Debt into Public Investments
10.7.3. Conversion of Debt into Private Investments

10.8. International Stock Market

10.8.1. Wall Street Market (New York)
10.8.2. Gold Market
11.8.3. World External Debt
11.8.4. Paris Club
11.8.5. ADR and GDR Securities Market

Module 11. Startup Creation and Financing

11.1.  Creation of a Startup

11.1.1. From the Idea to the Business Model
11.1.2. Partners
11.1.3. Legal Considerations
11.1.4. Organization and Culture
11.1.5. Venture Capital and Entrepreneurial Management

11.2. Startup Financial Management and Administration

11.2.1. Introduction to Financial Management in Startup Companies
11.2.2. Financial Metrics for Startups
11.2.3. Financial Planning: Projection Models and their Interpretation
11.2.4. Valuation Methods
11.2.5. Legal Aspects

11.3. The Business Plan.

11.3.1. Contents
11.3.2. Introduction
11.3.3. SWOT
11.3.4. The Canvas Model

11.4. Growth Phases in Startup Companies

11.4.1. Seed Phase
11.4.2. Startup Phase
11.4.3. Growth Phase
11.4.4. Consolidation Phase

11.5. Startup Financing

11.5.1. Bank Financing
11.5.2. Subsidies
11.5.3. Seed Capital and Accelerators: Business Angels
11.5.4. Venture Capital. IPO
11.5.5. Public to Private Partnership

11.6. International Venture Capital and Seed Capital Entities

11.6.1. Private Investors: Caixa Capital Risc.Bstartup
11.6.2. FOND-ICO Global
11.6.3. Accelerators: Wayra, Lanzadera and Plug & Play

Module 12. Startup Creation and Financing

12.1. Creation of a Startup
12.1.1. From the Idea to the Business Model
12.1.2. Partners
12.1.3. Legal Considerations
12.1.4. Organization and Culture
12.1.5. Venture Capital and Entrepreneurial Management

12.2. Startup Financial Management and Administration

12.2.1. Introduction to Financial Management in Startup Companies
12.2.2. Financial Metrics for Startups
12.2.3. Financial Planning: Projection Models and their Interpretation
12.2.4. Valuation Methods
12.2.5. Legal Aspects

12.3. The Business Plan

12.3.1. Contents
12.3.2. Introduction
12.3.3. SWOT
12.3.4. The Canvas Model

12.4. Growth Phases in Startup Companies

12.4.1. Seed Phase
12.4.2. Startup Phase
12.4.3. Growth Phase
12.4.4. Consolidation Phase

12.5. Startup Financing

12.5.1. Bank Financing
12.5.2. Subsidies
12.5.3. Seed Capital and Accelerators: Business Angels
12.5.4. Venture Capital. IPO
12.5.5. Public to Private Partnership

12.6. International Venture Capital and Seed Capital Entities

12.6.1. Private Investors: Caixa Capital Risc. Bstartup
12.6.2. FOND-ICO Global
12.6.3. Accelerators: Wayra, Lanzadera and Plug & Play

Module 13. Leadership, Ethics and Corporate Social Responsibility 

13.1. Globalization and Governance 

13.1.1. Governance and Corporate Governance  
13.1.2. Fundamentals of Corporate Governance in Businesses  

13.2. Leadership  

13.2.1. Leadership. A conceptual approach  
13.2.2. Leadership in companies  
13.2.3. The importance of the leader in the management of companies 

13.3. Cross Cultural Management 

13.3.1. Concept of Cross Cultural Management  
13.3.2. Contributions to the Knowledge of National Cultures  
13.3.3.Diversity Management 

13.4. Sustainability  

13.4.1. Sustainability and sustainable development  
13.4.2. Agenda 2030  
13.4.3. Sustainable businesses 

13.5. Corporate Social Responsibility 

13.5.1. International dimension of Corporate Social Responsibility  
13.5.2. Implementation of Corporate Social Responsibility 
13.5.3. Impact and measurement of Corporate Social Responsibility.  

13.6. Responsible Management Systems and Tools 

13.6.1. CSR: Corporate Social Responsibility  
13.6.2. Essential aspects for implementing a responsible management strategy
13.6.3. Steps for the implementation of a corporate social responsibility management system  
13.6.4.CSR tools and standards 

13.7. Multinationals and human rights 

13.7.1. Globalization, multinational companies and human rights 
13.7.2. Multinational companies and international law  
13.7.3. Legal Instruments for Multinationals in the field of Human Rights 

Module 14. People Management and Talent Management 

14.1. Strategic People Management 

14.1.1. Strategic Management and human resources  
14.1.2. Strategic People Management 
14.2. Competency-based Human Resources Management 

14.2.1. Potential analysis  

14.2.2. Remuneration policy  
14.2.3. Career/succession plans  

14.3. Performance evaluation and performance management  

14.3.1. Performance Management  
14.3.2. Performance management: objectives and process 14.4. 

14.4. Innovation in talent and people management 

14.4.1. Models of strategic talent management
14.4.2. Identification, training and development of talent  
14.4.3. Loyalty and retention  
14.4.4. Proactivity and innovation 

14.5. Motivation 

14.5.1. The nature of motivation  
14.5.2. The theory of expectations  
14.5.3. Theories of needs  
14.5.4. Motivation and financial rewards 

14.6. Development of high performance teams 

14.6.1. High performance teams: self-managed teams  
14.6.2. Management methodologies for high performance self-managed teams 

14.7. Managerial communication 

14.7.1. Internal and external communication in the business environment
14.7.2. Communication Departments  
14.7.3. The person in charge of communication in the company. The profile of the Dircom 

14.8. Productivity, attraction, retention and activation of talent 

14.8.1. Productivity  
14.8.2. Levers of talent attraction and retention 

Module 15. Executive Management 

15.1. The manager and his functions. Organizational culture and its approaches 

15.1.1. The manager and his functions. Organizational culture and its approaches 

15.2. Operations management  

15.2.1. Importance of management  
15.2.2. The value chain  
15.2.3. Quality management  

15.3. Public speaking and training of spokespersons  

15.3.1. Interpersonal communication 
15.3.2. Communication skills and influencing  
15.3.3. Communication skills and influence  

15.4. Personal and organizational communication tools  

15.4.1. Interpersonal communication  
15.4.2. Tools of interpersonal communication  
15.4.3.  Communication in the organization  
15.4.4. Tools in the organization  

15.5. Communication in crisis situations  

15.5.1. Crisis  
15.5.2. Crisis phases  
15.5.3. Messages: contents and moments  
15.6. Preparation of a crisis plan  

15.6.1. Analysis of possible problems  

15.6.2. Planning  
15.6.3. Staff adequacy  

15.7. Emotional intelligence   

15.7.1. Emotional intelligence and communication  
15.7.2. Assertiveness, empathy and active listening  
15.7.3. Self-esteem and emotional communication  

15.8. Personal branding  

15.8.1. Strategies to develop personal branding  
15.8.2. Laws of personal branding  
15.8.3. Tools for building personal brands  

15.9. Leadership and team management  

15.9.1. Leadership and leadership styles  
15.9.2. Leader's capabilities and challenges  
15.9.3. Change Process Management.  
15.9.4. Management of Multicultural Teams  

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