Take your career a step further and become a prestigious hospital director with this program that TECH makes available to you"

Managing a team requires communication and leadership skills. Not only to lead the nursing department to perfection, but the entire management of a hospital, understanding in depth the singularities involved in this complex task. Therefore, this complete program is designed with the objective of providing the nurse with the necessary skills to know all the important aspects of planning and organizational theory, understanding the evolution of the health system and all the aspects related to the direction and management of a hospital.

The figure of the hospital director is essential to ensure proper health organization, since the operation and development of all areas that make life in these instructions depends on them. Likewise, it is important to have a great capacity for leadership, communication, sensitivity and social responsibility. Working as a nurse, these competencies are developed naturally and, thanks to the many years of experience, they are suitable professionals to perform executive management of the highest quality. 

Due to the above, this program has been created to help train nurses in hospital development and management. Because of this, the student will get the best of the management of a hospital center, knowing key aspects that will allow them to develop as a high-level manager and polish their skills in communication and social responsibility, together with the awareness and ethical conduct that is required in a position of great responsibility. 

The practical nature of the topics makes it easy for each of them to transmit their experience and professional background, making each session before the program an opportunity to expand knowledge and put it into action. In addition, the graduate will be able to enjoy 10 Masterclasses by an internationally renowned expert specialized in Hospital Management, who will enrich the learning process by providing innovative strategies to be put into practice in their day-to-day work. 

This program is focused on deepening the understanding in all aspects which make hospital management unique. It also demonstrates the weaknesses and future opportunities we have ahead of us, making the most of the new educative technology available. The syllabus is presented in a rigorous way with practical cases in which we can develop our knowledge with the aim of sharing experiences and new techniques that are already being used by some professionals in different health services around the world.  

Get trained with this program that includes 10 Masterclasses from an international expert"

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

• The development of practical 100 cases presented by experts in Hospital and Health Services Management for Nursing
• The graphic, schematic, and practical contents with which they are created provide scientific and practical information on the disciplines that are essential for professional practice
• New developments in Hospital Management
• Practical exercises where the self-assessment process can be carried out to improve learning
• Algorithm-based interactive learning system for decision-making in the situations that are presented to the student
• Special emphasis is put on the the evidence and research methodology in hospital and health services management
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection

An educational process of this program focused on practice in real situations to achieve an efficient and fast training of the nursing professional in the management of the direction of a hospital center" 

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.

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide immersive education programmed to prepare for real situations.

This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise during the course. For this purpose, the students will be assisted by an innovative interactive video system created by renowned and experienced experts.

If you are a nurse, this program is perfect to aspire to a management position in the direction of hospital centers"

Don't miss the opportunity and get up to date on advances in hospital and health services management to incorporate them into your daily clinical practice"

The structure of the contents has been designed by a team of professionals with a strong background in the from the best of the Health, aware of the current relevance of innovative education, and committed to quality teaching through new educational technologies. All this, from a global perspective for the sake of its application at an international level, incorporating all the fields of work involved in professional development in this type of work environment. 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. 

This Professional master’s degree in MBA in Hospital and Health Services Management for Nursing contains the most complete and up-to-date Scientific program on the market”

Module 1. Planning and Control of Health Organizations 

1.1. The Process of Strategic Planning 

1.1.1. Mission, Vision, and Values 
1.1.2. The Cycle of Strategic Planning. Strategic Plan and Strategic Lines 
1.1.3. Planning and Continuous Quality Improvement. Advantages of Planning 
1.1.4. Internal and Competitive Analysis of the Environment. Benchmarking 

1.2. Management by Values and Objectives

1.2.1. Operative Planning. Obtaining Objectives from Strategic Lines of Action 
1.2.2. Types of Objectives Goals 
1.2.3. Management by Values and Objectives: Management Plans 
1.2.4. Assessment of the Strategic and Operational Plan 

1.3. Organizational Theory Applied to Healthcare

1.3.1. Types of Organization 
1.3.2. Organizational Behavior Studies 
1.3.3. Characteristics of the Public Organization 
1.3.4. New Organizational Models. Fluid and Matrix Organizations 

1.4. Management and Direction 

1.4.1. The Management Process 
1.4.2. Collegiate Management Bodies 
1.4.3. Management Styles 

1.5. Planners, Funders, Suppliers and Managers, Relationships and Differences

1.5.1. Control and Inspection 
1.5.2. Citizens: Clients and Patients. Patient Associations
1.5.3. Professionals: Trade Unions and Professional Societies
1.5.4. Activists: Citizen Platforms and Pressure Groups

1.6. Future Organization

1.6.1. Organizational Environment
1.6.2. Knowledge Management as the Driving Force of the Organization of the Future
1.6.3. Innovative Hospitals and Health Centers 

Module 2. Health Systems and Policies 

2.1. Health Systems

2.1.1. Main Health System Models. Comparison and Results
2.1.2. Beverige SMS Health Systems Model: Example
2.1.3. Health Systems Biskmark Assurance Model: Examples
2.1.4. Evolution of the Different Health Systems

2.2. Healthcare Financing and Provision

2.2.1. Financing of the Health Systems. Public Contributions
2.2.2. The Right to Health Care: Basic and Complementary Services
2.2.3. Different Provision Models in a NHS. Private Provision
2.2.4. Co-payment and User Financing

2.3. General Health Law and Basic Health Structures

2.3.1. Health Services of the Autonomous Communities and Territorial Coordination. The Interterritorial Health Council
2.3.2. Comparison of the Autonomous Communities’ Health Service Organization and Resources

2.4. Evolution and Other Aspects of Health Systems

2.4.1. Complexity and Chronicity Care 
2.4.2. Information Technologies as a Driving Force for the Transformation of Health Systems
2.4.3. Promotion of Health and Heath Education Prevention
2.4.4. Traditional Public Health and Its Evolution
2.4.5. Health Coordination or Integration. The Concept of a Public Health Space

2.5. Alternatives to the Traditional Management Models

2.5.1. Evaluation of New Management Models. Results and Experience

Module 3. Medical and Welfare Management Department in the Health System

3.1. Classical Medical Management VS. Care Management

3.1.1. Structure and Content of Health System Authorities. Current Organization Charts and Future Alternatives
3.1.2. Physicians as Managers: From Board Members to Care Directors and Managers, Including General Management
3.1.3. Preparation and Value Contribution
3.1.4. Medical Division: Critical Areas
3.1.5. Different Organizational Structures within the Medical Division

3.2. Management Information Systems and Electronic Medical Records

3.2.1. Control Panels
3.2.2. Electronic Clinical History
3.2.3. Assisted Prescription Systems
3.2.4. Other Useful Information Systems in Health Management

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

3.3.1. The Need for Healthcare Integration
3.3.2. Integrated Health Organizations. Initial Bases
3.3.3. Starting an OSI

3.4. Bioethics and Humanization in Medical Practice

3.4.1. Bioethical Principles
3.4.2. Ethics Committees in Health Organizations
3.4.3. Humanization of Health Care

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

3.5.1. Tools for Knowledge Management in Clinical and Healthcare Management
3.5.2. Medical and Healthcare Management: Relations with the Nursing Division

3.6. Public Health, Promotion of Health and Health EpS for Healthcare Directorates

3.6.1. Public Health Concept and Scope
3.6.2. Promotion of Health and Heath Education
3.6.3. Prevention Programs Types

3.7. Transformation of the Healthcare Model: The Triple Objective

3.7.1. Continuity of Healthcare Strategy
3.7.2. Social Health Strategy
3.7.3. Efficiency, Health and Patient Experience

Module 4. Clinical Management 

4.1. Definitions and Regulation of Clinical Analysis Management

4.1.1. Different Definitions and Visions of Clinical Management
4.1.2. Different decrees and Regulations on Clinical Management
4.1.3. Levels of Autonomy

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

4.2.1. Types and Classification of Scientific Evidence
4.2.2. Protocols, Clinical Practice Guidelines, Clinical Pathways: Differences
4.2.3. Grade and Care Routes

4.3. Patient Classification Systems

4.3.1. Patient Classification Systems
4.3.2. Patient Dependency Analysis. Dependency Scales and Classification
4.3.3. Calculation of Staffing/Cash Flow Based on Patient Classification. Workload Distribution

4.4. Models and Clinical Management Units

4.4.1. Types of Clinical Management Units
4.4.2. Mixed Primary and Specialized Care Units
4.4.3. Interservice Units
4.4.4. Inter-hospital Units

4.5. Prudent Drug Prescription. Electronic Prescription

4.5.1. Prudent Prescribing: Choosing Wisely
4.5.2. “Non-Action” Strategies

4.6. Prescription Complementary Tests

4.6.1. Prudent Prescribing vs. Defensive Medicine
4.6.2. Prescription Audits and Prescription Monitoring: Results

Module 5. Chronicity and Telemedicine Management 

5.1. Complex and Chronic Patient Management

5.1.1. Chronic Care Model and Population Stratification. Kaiser Permanente
5.1.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home
5.1.3. Chronicity and Social and Health Care

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

5.2.1. Active Patient Model. Stanford University
5.2.2. Self-care Education Program. International Experiences
5.2.3. Patient Schools
5.2.4. Patient Empowerment and Nursing Input

5.3. Telemedicine

 5.3.1. Services Currently in Place and Future Perspectives

Module 6. People and Talent Management 

6.1. Worker’s Statute. Rights and Responsibilities

6.1.1. Statutory and Civil Servant Personnel. Status of Statutory Personnel. Disciplinary Regime. Incompatibilities
6.1.2. Remuneration of Civil Servants and Statutory Personnel
6.1.3. Labor Personnel in Public Administrations and Private Institutions
6.1.4. Trade Unions. Representation, Participation and Collective Bargaining. Personnel Boards and Works Councils

6.2. Working Hours; Leaves and Leaves of Absence for Statutory Personnel and Civil Servants

6.2.1. Collective Bargaining Agreements in the Health Sector
6.2.2. Shift Work and On-call System. Shift Planning Systems. Turnover. Continued Care
6.2.3. Demand-Driven Staffing

6.3. Public Employment Offers. Types of offers. Merit Scales

6.3.1. Personnel Selection Systems in the Private Sector
6.3.2. Terminations or Dismissals, Motivation, Justification and Communication, thereof

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

6.4.1. Welcoming, Mentoring and Dismissal Plans
6.4.2. Talent Detection and Development
6.4.3. Institutional and Social Climate: Measurement and Improvement

6.5. Staffing and Performance Calculations

6.5.1. Estimated Staffing Requirements
6.5.2. Staffing Calculation
6.5.3. Allocate Time for Healthcare Activity

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

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

6.7. Health Professionals and Types of Relationships

6.7.1. The Digital Revolution in Welfare Practice and Clinical Management. Description of New Digital Tools
6.7.2. Experiences with Networks and Blogs of Health Professionals

Module 7. Management and Economic Assessment 

7.1. Cost Calculation

7.1.1. Weighting and Calculation of Health Costs

7.1.1.1. Cost/Benefit
7.1.1.2. Cost/Utility
7.1.1.3. Cost/Productivity

7.2. Accounting Basis

7.2.1. General Accounting Principles
7.2.2. What is a Budget? Types of Budgeting and Financial Management
7.2.3. Retrospective Income and Expenses Budget
7.2.4. Prospective Public Budget by Chapters

7.3. Budget and Purchasing

7.3.1. Purchasing Management. Purchasing and Procurement Commissions
7.3.2. Integrated Procurement Systems. Centralized Purchasing
7.3.3. Management of Public Service Procurement: Competitions, Bid for Tenders
7.3.4. Hiring in the Private Sector
7.3.5. Supply Logistics

7.4. Efficiency and Sustainability of Health Systems

7.4.1. Financial Situation of the Public Health System, Sustainability Crisis
7.4.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits
7.4.3. Expenditure Control in the Public Health System

7.5. Funding Models

7.5.1. Financing Based on Historical Budget and Activity
7.5.2. Capitation Funding
7.5.3. Financing by DRGs and Processes, Payment per Procedure
7.5.4. Incentives for Professionals Based on Funding

7.6. Management Agreements

7.6.1. Management Agreements. Definition and Models
7.6.2. Development and Assessment of a Management Agreement

Module 8. Quality Management 

8.1. Quality in Health Care

8.1.1. Definitions of Quality and of the Historical Development of the Concept Quality Dimensions
8.1.2. Quality Assessment and Improvement Cycle
8.1.3. EFQM Quality Improvement Model. Implementation
8.1.4. ISO Standards and External Quality Accreditation Models

8.2. Quality of Healthcare Programs

8.2.1. Quality Circles
8.2.2. Continuous Quality Improvement Strategies
8.2.3. LEAN

Module 9. Management by Process Lean Healthcare 

9.1. Management of "What": Process Management and Management by Processes

9.1.1. Conceptual Principles
9.1.2. Process Management

9.2. Management of "How"

9.2.1. Health Care Processes
9.2.2. Integrated Healthcare Processes
9.2.3. Procedures
9.2.4. Standard Operating Procedures (SOP)
9.2.5. Protocols
9.2.6. Clinical Practice Guidelines. Grade Method. AGREE Instrument
9.2.7. Clinical Pathways 
9.2.8. Care Guidelines

9.3. Process Improvement

9.3.1. Continuous Process Improvement. PDCA Cycle (Plan, Do, Check, Act)
9.3.2. Process Re-engineering 
9.3.3. Other Methods for Process Improvement

Module 10. Competency Management 

10.1. Performance Evaluation. Competency Management

10.1.1. Definition of Competencies 
10.1.2. Performance Evaluation Procedure. Implementation
10.1.3. Feedback from Professions for Improving their Performance and Self-evaluation
10.1.4. Training Itinerary Design for Skills Development 

10.2. Methods and Techniques

10.2.1. The Assessment Interview. Instructions for the Assessor 
10.2.2. Main Common Errors and Impediments in Assessment 
10.2.3. Motivational Interview 
10.2.4. Miller’s Pyramid

Module 11. Patient Security

11.1. Patient Safety: Evolution Over Time

11.1.1. Introduction and Definition. Background and Current Situation
11.1.2 Basic Studies on Patient Safety

11.2. Nosocomial Infections

11.2.1. Hospital Infection Control and Surveillance Programs and Networks
11.2.2. Asepsis, Disinfection and Sterilization

11.3. Prevention

11.3. 1 Prevention and Detection of Adverse Events Related to Health Care
11.3. 2 AMFE: (Modal Analysis of Failures and Effects). Cause / Root Analysis

11.4. Information and Record Systems

11.4.1. Adverse Event Reporting and Recording Systems

11.5. Secondary and Tertiary Victims

11.5.1. Health Professionals in the Face of Adverse Effects
11.5.2. Recovery Trajectory and Emotional Support
11.5.3. Impact on Corporate Image

Module 12. Quality Accreditation in Healthcare 

12.1. Accreditation in Health Care

12.1.1. Specific Features of Health Services Accreditation
12.1.2. The Value of Being Accredited. How the Organization and Patients Benefit
12.1.3. Health Accreditation in Clinical Services

12.2. Joint Commission International

12.2.1. Criteria and Process Phases

12.3. EFQM Model

12.3.1. The Concept of Self-assessment
12.3.2. Improvement Plans
12.3.3. An Example of EFQM Model Implementation in a Hospital and in an Area of Health Care

12.4. ISO Accreditation

12.4.1. Definition and General Criteria
12.4.2. ISO 9001 
12.4.3. ISO 14001 
12.4.4. Other Types of ISO Relevant to the Health Sector

Module 13. Leadership Management 

13.1. Team Leadership

13.1.1. Theories on the Nature and Origin of Authority: Traditional or Institutional Conceptions. Functional Approach Behavioral Approach Integrative Approach
13.1.2. Authority and Power, Types of Power
13.1.3. Leadership. Components of Leadership and Types
13.1.4. How to Create a Leader
13.1.5. New Leadership Models. Situational Leadership Coaching
13.1.6. The Term ‘Staff’, Functional Hierarchical Scheme, Different Types of Staff, Line and Staff Concepts; Theories, Influence of Cultures on Leadership

13.2. Motivation

13.2.1. Motivating Agents. Intrinsic and Extrinsic Motivation
13.2.2. Differences Between Motivation and Satisfaction and Their Different Theories
13.2.3. Available Evidence on How to Motivate Professionals

13.3. Delegation

13.3.1. What is Delegation? Forms of Delegation Ways to Evaluate Delegation, Tasks and Delegation, Non-Delegable Tasks and Functions
13.3.2. Personal Attitudes Towards Delegation. Guidelines for Effective Delegation

13.4. Executive Coaching

13.4.1. Coaching. Types of Coaching
13.4.2. Organizational Benefits and Applications to the Health Sector. Examples

Module 14. Change, Decision-Making and Time Management 

14.1. Decision Making

14.1.1. Deciding as an Organizational Process
14.1.2. Decision Process Phases
14.1.3. Features of any Decision

14.2. The Decision Process

14.2.1. Centralized Decision-Making Process, Individual Decision-Making Process, Group Decision-Making Process
14.2.2. Limiting Factor Principle. Cost Effectiveness and Efficiency in the Decision-Making Process
14.2.3. Choosing the Best Solution. Prioritization. Decision Tree

14.3. Time, Stress and Happiness Management

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

Module 15. Internal Communication in Management

15.1. Communication

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

15.2. Meetings

15.2.1. Techniques for Holding Profitable Meetings. Preparation for Meetings and Types of Meetings. Participant Selection
15.2.2. Welfare and Technical Committees and Commissions in Hospitals, Centers and Areas of Health Care
15.2.3. Negotiation. Strategy Types, Assertiveness Win-Win Strategy

15.3. Conflict Management

15.3.1. Possible Conflicts in Health Organizations. Preventive Strategies
15.3.2. Conflict Management. Mediation

Module 16. Creating a Personal Brand 

16.1. Public Profile

16.1.1. Presenting Ourselves to the World. Our Digital Footprint
16.1.2. Professional Profile on Professional Social Networks
16.1.3. Digital Reputation. Positive References
16.1.4. Cover Letter

16.2. Interview for a Managerial Position

16.2.1. How to Tackle an Interview
16.2.2. Body Language During an Interview. Kinesics

Module 17. Communication and Marketing in Health 

17.1. Marketing and Social Media

17.1.1. Definition of the Term. Dimensions of Marketing. Marketing Mission and Cycles. Marketing Tools
17.1.2. Patient, Client, User? Marketing Aimed at Public Health Care Users
17.1.3. External Marketing Planning in a Private Center
17.1.4. The Internal Client. Marketing and Internal Communication Plans in Health Institutions
17.1.5. Management of Institutional Presence on Social Networks. Facebook
17.1.6. Use of Twitter by the Organization
17.1.7. Use of LinkedIn by the Organization on a Professional Level
17.1.8. Use of Other Networks: Instagram, Tumbler, etc

17.2. Communication in Organizations

17.2.1. Communication Systems in Organizations. Intranet/Internet
17.2.2. Communication Specific to Welfare Institutions. Hospitals
17.2.3. Welfare Awards. Presentation of Nominations
17.2.4. Organization of Conferences, Congresses and Other Educational Events
17.2.5. Managing Local Communication: Press
17.2.6. Managing Local Communication: Radio
17.2.7. Managing Local Communication: Television
17.2.8. External Conflicts. Information Crises Due to Bad News and How it is Managed 

17.3. Relations with Social Agents, Users and Suppliers 

17.3.1. Communication with Citizens, and with Patient and Consumer– User Associations
17.3.2. Communication with Political Leaders, Owners-Shareholders and Suppliers
17.3.3. Collaboration with the Pharmaceutical Industry
17.3.4. Internationalisation of the Health Sector. Health Tourism

17.4. Corporate Social Responsibility. Good Healthcare Governance

17.4.1. CSR in the Welfare Sector. CSR Strategic Plans in Organizations. Good Welfare Governance: Transparency From Public and Private Companies 
17.4.2. Environmental Management and Energy Efficiency in Healthcare Institutions 
17.4.3. Development Cooperation through Healthcare Institutions 
17.4.4. Networking. Strategic Partnerships 
17.4.5. The Patient Portal. Health Promotion and Disease Prevention Through the Internet

Module 18. Teaching and Research Management

18.1. Research Methodology: Epidemiology and Research Study Design and Bias
18.1.1. Epidemiology and Clinical Epidemiology
18.1.2. Main Study Designs in Clinical Research
18.1.3. Quality of Studies: Reliability and Validity. Biases

18.2. Sources of Information for Research and Sourcing Strategies

18.2.1. Clinical Research Questions
18.2.2. Information Sources
18.2.3. Where and How to Search for Information
18.2.4. Searching
18.2.5. Databases

18.3. Critical Reading of Articles

18.3.1. Phases in Critical Reading
18.3.2. Tools for Critical Reading
18.3.3. Main Mistakes

18.4. Research Projects: Financial Resources. Product and Patents Development

18.4.1. Research Project Design
18.4.2. Funding in Research
18.4.3. Exploitation of Research Results

18.5. Communication and Diffusion of Research Findings

18.5.1. Research Reports
18.5.2. Choosing a Journal for Publication
18.5.3. Some Style Recommendations

Module 19. Leadership, Ethics and Social Responsibility in Companies 

19.1. Globalization and Governance 

19.1.1. Governance and Corporate Governance 
19.1.2. The Fundamentals of Corporate Governance in Companies 
19.1.3. The Role of the Board of Directors in the Corporate Governance Framework 

19.2. Cross-Cultural Management 

19.2.1. Concept of Cross-Cultural Management 
19.2.2. Contributions to the Knowledge of National Cultures 
19.2.3. Diversity Management 

19.3. Business Ethics

19.3.1. Ethics and Morality 
19.3.2. Business Ethics 
19.3.3. Leadership and Ethics in Companies 

19.4. Sustainability 

19.4.1. Sustainability and Sustainable Development 
19.4.2. The 2030 Agenda 
19.4.3. Sustainable Companies 

19.5. Corporate Social Responsibility 

19.5.1. International Dimensions of Corporate Social Responsibility 
19.5.2. Implementing Corporate Social Responsibility 
19.5.3. The Impact and Measurement of Corporate Social Responsibility 

19.6. Responsible Management Systems and Tools 

19.6.1. CSR: Corporate Social Responsibility 
19.6.2. Essential Aspects for Implementing a Responsible Management Strategy 
19.6.3. Steps for the Implementation of a Corporate Social Responsibility Management System
19.6.4. Tools and Standards of CSR 

19.7. Multinationals and Human Rights 

19.7.1. Globalization, Multinational Corporations and Human Rights 
19.7.2. Multinational Corporations and International Law 
19.7.3. Legal Instruments for Multinationals in the Field of Human Rights 

19.8. Legal Environment and Corporate Governance 

19.8.1. International Rules on Importation and Exportation 
19.8.2. Intellectual and Industrial Property 
19.8.3. International Labor Law 

Module 20. Commercial Management and Strategic Marketing 

20.1. Commercial Management 

20.1.1. Conceptual Framework of Commercial Management 
20.1.2. Commercial Strategy and Planning 
20.1.3. The Role of Sales Managers 

20.2. Digital Marketing and e-Commerce 

20.2.1. Objectives of Digital Marketing and e-Commerce 
20.2.2. Digital Marketing and the Media It Uses 
20.2.3. E-Commerce. General Context 
20.2.4. Categories of e-Commerce 
20.2.5. Advantages and Disadvantages of e-Commerce Compared to Traditional Commerce 

20.3. Digital Marketing to Reinforce a Brand 

20.3.1. Online Strategies to Improve Brand Reputation 
20.3.2. Branded Content and Storytelling 

20.4. Digital Marketing to Attract and Retain Customers 

20.4.1. Loyalty and Engagement Strategies Using the Internet 
20.4.2. Visitor Relationship Management 
20.4.3. Hypersegmentation 

20.5. Digital Campaign Management 

20.5.1. What Is a Digital Advertising Campaign? 
20.5.2. Steps to Launch an Online Marketing Campaign 
20.5.3. Mistakes in Digital Advertising Campaigns 

20.6. Sales Strategy 

20.6.1. Sales Strategy 
20.6.2. Sales Methods 

20.7. Corporate Communication 

20.7.1. Concept 
20.7.2. The Importance of Communication in the Organization 
20.7.3. Type of Communication in the Organization 
20.7.4. Functions of Communication in the Organization 
20.7.5. Elements of Communication 
20.7.6. Problems of Communication 
20.7.7. Communication Scenarios 

20.8. Digital Communication and Reputation 

20.8.1. Online Reputation 
20.8.2. How to Measure Digital Reputation? 
20.8.3. Online Reputation Tools 
20.8.4. Online Reputation Report 
20.8.5. Online Branding 

Module 21. Executive Management 

21.1. General Management 

21.1.1. The Concept of General Management 
21.1.2. The Role of the CEO 
21.1.3. The CEO and their Responsibilities 
21.1.4. Transforming the Work of Management 

21.2. Manager Functions: Organizational Culture and Approaches 

21.2.1. Manager Functions: Organizational Culture and Approaches 

21.3. Operations Management 

21.3.1. The Importance of Management 
21.3.2. Value Chain 
21.3.3. Quality Management 

21.4. Public Speaking and Spokesperson Education 

21.4.1. Interpersonal Communication 
21.4.2. Communication Skills and Influence 
21.4.3. Communication Barriers 

21.5. Personal and Organizational Communication Tools 

21.5.1. Interpersonal Communication 
21.5.2. Interpersonal Communication Tools 
21.5.3.  Communication in the Organization 
21.5.4. Tools in the Organization 

21.6. Communication in Crisis Situations 

21.6.1. Crisis 
21.6.2. Phases of the Crisis 
21.6.3. Messages: Contents and Moments 

21.7. Preparation of a Crisis Plan 

21.7.1. Analysis of Possible Problems 
21.7.2. Planning 
21.7.3. Adequacy of Personnel 

21.8. Emotional Intelligence 

21.8.1. Emotional Intelligence and Communication 
21.8.2. Assertiveness, Empathy, and Active Listening 
21.8.3. Self- Esteem and Emotional Communication 

21.9. Leadership and Team Management 

21.9.1. Leadership and Leadership Styles 
21.9.2. Leadership Skills and Challenges 
21.9.3. Managing Change Processes 
21.9.4. Managing Multicultural Teams

A unique key, and decisive training experience to boost your professional development”