A prestigious International Guest Director will give intensive Masterclasses to address the latest innovations in Medical Management and Head of Service” 

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 center for intensive managerial skills education. 

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 balances 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 prepared 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. 

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.   

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 the most rigorous and up-to-date case analyses in academia” 

The Advanced master’s degree MBA in Medical Management and Head of Service is a tailor-made program, delivered in a 100% online format so that students can choose the time and place best suits their availability, schedules and interests. A program that takes place over 2 years and is intended to be a unique and stimulating experience that lays the foundations for success as a manager and entrepreneur. 

You will develop the skills and competencies necessary to excel in a highly competitive industry” 

Syllabus

The Advanced master’s degree MBA in Medical Management and Head of Service from TECH Global University is an intensive program that prepares students to face business challenges and decisions at both national and international levels. Its content is designed to promote the development of managerial skills, allowing for more rigorous decision-making in uncertain environments.

Throughout this study, students will analyze a multitude of practical cases through individual work, achieving a high quality learning that can later be applied to their daily practice. It is, therefore, an authentic immersion in real business situations.

This program deals in depth with the medical and healthcare division in the health system from a strategic, international and innovative perspective. A plan designed for students, focused on their professional improvement and that will prepare them to achieve excellence in the field of Medical Management and Head of Service. A program that understands your needs and those of your company, through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will give them the skills to solve critical situations in a creative and efficient way.

This program is developed over 2 years and is divided into 26 modules: 

Module 1. Leadership, Ethics and Social Responsibility in Companies
Module 2. Strategic Management and Executive Management 
Module 3. People and Talent Management
Module 4. Economic and Financial Management
Module 5. Operations and Logistics Management
Module 6. Information Systems Management
Module 7. Commercial Management, Strategic Marketing and Corporate Communications
Module 8. Market Research, Advertising and Commercial Management
Module 9. Innovation and Project Management
Module 10. Executive Management
Module 11. Clinical Management 
Module 12. Planning and Control of Health Organizations 
Module 13. Medical and Healthcare Management Department in the Health System 
Module 14. Quality Management 
Module 15. Competency Management
Module 16. Patient Safety 
Module 17. Quality Accreditation in Healthcare  
Module 18. Managing Special and Hospitalization Services 
Module 19. Managing Central Services 
Module 20. Management of Transversal and Primary Services 
Module 21. Management of Outpatient Services 
Module 22. Decision Making and Time Management 
Module 23. Creating a Personal Brand 
Module 24. Internal Communication in Management 
Module 25. Communication and Marketing in Health 
Module 26. Teaching and Research Management. Research and Innovation: R&D&I in the Healthcare Environment

Where, When and How is it Taught?

TECH offers the possibility of studying this MBA in Medical Management and Head of Service completely online. During the 2 years that the specialization lasts, the student will be able to access all the contents of this program at any time, which will allow them to manage their study time. 

Module 1. Leadership, Ethics and Social Responsibility in Companies

1.1. Globalization and Governance 

1.1.1. Governance and Corporate Governance 
1.1.2. The Fundamentals of Corporate Governance in Companies 
1.1.3. The Role of the Board of Directors in the Corporate Governance Framework 

1.2. Leadership 

1.2.1. Leadership. A Conceptual Approach 
1.2.2. Leadership in Companies 
1.2.3. The Importance of Leaders in Business Management 

1.3. Cross Cultural Management 

1.3.1. Cross Cultural Management Concept
1.3.2. Contributions to Knowledge of National Cultures 
1.3.3. Diversity Management 

1.4. Management and Leadership Development 

1.4.1. Concept of Management Development 
1.4.2. Concept of Leadership 
1.4.3. Leadership Theories 
1.4.4. Leadership Styles 
1.4.5. Intelligence in Leadership 
1.4.6. The Challenges of Today's Leader 

1.5. Business Ethics 

1.5.1. Ethics and Morality 
1.5.2. Business Ethics 
1.5.3. Leadership and Ethics in Companies 

1.6. Sustainability 

1.6.1. Sustainability and Sustainable Development 
1.6.2. The 2030 Agenda 
1.6.3. Sustainable Companies 

1.7. Corporate Social Responsibility 

1.7.1. International Dimensions of Corporate Social Responsibility 
1.7.2. Implementing Corporate Social Responsibility 
1.7.3. The Impact and Measurement of Corporate Social Responsibility 

1.8. Responsible Management Systems and Tools 

1.8.1. CSR: Corporate Social Responsibility 
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy 
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System 
1.8.4. CSR Tools and Standards 

1.9. Multinationals and Human Rights 

1.9.1. Globalization, Multinational Companies and Human Rights 
1.9.2. Multinational Companies vs. International Law 
1.9.3. Legal Instruments for Multinationals in the Area of Human Rights 

1.10. Legal Environment and Corporate Governance 

1.10.1. International Rules on Importation and Exportation 
1.10.2. Intellectual and Industrial Property 
1.10.3. International Labor Law

Module 2. Strategic Management and Executive Management 

2.1. Organizational Analysis and Design 

2.1.1. Conceptual Framework
2.1.2. Key Elements in Organizational Design
2.1.3. Basic Organizational Models
2.1.4. Organizational Design: Typology 

2.2. Corporate Strategy 

2.2.1. Competitive Corporate Strategy
2.2.2. Growth Strategies: Typology
2.2.3. Conceptual Framework 

2.3. Strategic Planning and Strategy Formulation 

2.3.1. Conceptual Framework
2.3.2. Elements of Strategic Planning
2.3.3. Strategy Formulation: Strategic Planning Process 

2.4. Strategic Thinking 

2.4.1. The Company as a System
2.4.2. Organization Concept

2.5. Financial Diagnosis 

2.5.1. Concept of Financial Diagnosis
2.5.2. Stages of Financial Diagnosis
2.5.3. Assessment Methods for Financial Diagnosis 

2.6. Planning and Strategy 

2.6.1. The Plan from a Strategy
2.6.2. Strategic Positioning
2.6.3. Strategy in Companies 

2.7. Strategy Models and Patterns 

2.7.1. Conceptual Framework
2.7.2. Strategic Models
2.7.3. Strategic Patterns: The Five P’s of Strategy 

2.8. Competitive Strategy 

2.8.1. The Competitive Advantage
2.8.2. Choosing a Competitive Strategy
2.8.3. Strategies Based on the Strategic Clock Model
2.8.4. Types of Strategies According to the Industrial Sector Life Cycle 

2.9. Strategic Management 

2.9.1. The Concept of Strategy
2.9.2. The Process of Strategic Management
2.9.3. Approaches in Strategic Management 

2.10. Strategy Implementation 

2.10.1. Indicator Systems and Process Approach
2.10.2. Strategic Map
2.10.3. Strategic Alignment 

2.11. Executive Management 

2.11.1. Conceptual Framework of Executive Management
2.11.2. Executive Management. The Role of the Board of Directors and Corporate Management Tools 

2.12. Strategic Communication 

2.12.1. Interpersonal Communication 
2.12.2. Communication Skills and Influence 
2.12.3. Internal Communication 
2.12.4. Barriers to Business Communication

Module 3. People and Talent Management 

3.1. Organizational Behavior 

3.1.1. Organizational Behavior.Conceptual Framework
3.1.2. Main Factors of Organizational Behavior 

3.2. People in Organizations 

3.2.1. Quality of Work Life and Psychological Well-Being
3.2.2. Work Teams and Meeting Management
3.2.3. Coaching and Team Management
3.2.4. Managing Equality and Diversity 

3.3. Strategic People Management 

3.3.1. Strategic Human Resources Management
3.3.2. Strategic People Management 

3.4. Evolution of Resources.An Integrated Vision 

3.4.1. The Importance of HR
3.4.2. A New Environment for People Management and Leadership
3.4.3. Strategic HR Management

3.5. Selection, Group Dynamics and HR Recruitment 

3.5.1. Approach to Recruitment and Selection
3.5.2. Recruitment
3.5.3. The Selection Process 

3.6. Human Resources Management by Competencies 

3.6.1. Analysis of the Potential
3.6.2. Remuneration Policy
3.6.3. Career/Succession Planning 

3.7. Performance Evaluation and Compliance Management 

3.7.1. Performance Management
3.7.2. Performance Management: Objectives and Process 

3.8. Management of Training 

3.8.1. Learning Theories
3.8.2. Talent Detection and Retention
3.8.3. Gamification and Talent Management
3.8.4. Training and Professional Obsolescence 

3.9. Talent Management 

3.9.1. Keys for Positive Management
3.9.2. Conceptual Origin of Talent and Its Implication in the Company
3.9.3. Map of Talent in the Organization 
3.9.4. Cost and Added Value 

3.10. Innovation in Talent and People Management 

3.10.1. Strategic Talent Management Models
3.10.2. Identification, Training and Development of Talent
3.10.3. Loyalty and Retention 
3.10.4. Proactivity and Innovation 

3.11. Motivation 

3.11.1. The Nature of Motivation 
3.11.2. Expectations Theory
3.11.3. Needs Theory
3.11.4. Motivation and Financial Compensation 

3.12. Employer Branding 

3.12.1. Employer Branding in HR
3.12.2. Personal Branding for HR Professionals 

3.13. Developing High Performance Teams 

3.13.1. High-Performance Teams: Self-Managed Teams
3.13.2. Methodologies for the Management of High Performance Self-Managed Teams

3.14. Management Skills Development 

3.14.1. What are Manager Competencies? 
3.14.2. Elements of Competencies 
3.14.3. Knowledge 
3.14.4. Management Skills 
3.14.5. Attitudes and Values in Managers 
3.14.6. Managerial Skills 

3.15. Time Management 

3.15.1. Benefits
3.15.2. What Can Be the Causes of Poor Time Management? 
3.15.3. Time 
3.15.4. Time Illusions 
3.15.5. Attention and Memory
3.15.6. State of Mind
3.15.7. Time Management
3.15.8. Being Proactive
3.15.9. Be Clear About the Objective
3.15.10. Order 
3.15.11. Planning 

3.16. Change Management 

3.16.1. Change Management
3.16.2. Type of Change Management Processes
3.16.3. Stages or Phases in the Change Management Process 

3.17. Negotiation and Conflict Management 

3.17.1. Negotiation 
3.17.2. Conflict Management 
3.17.3. Crisis Management 

3.18. Executive Communication 

3.18.1. Internal and External Communication in the Corporate Environment 
3.18.2. Communication Departments 
3.18.3. The Person in Charge of Communication of the Company. The Profile of the Dircom 

3.19. Human Resources Management and PRL Teams 

3.19.1. Management of Human Resources and Teams
3.19.2. Prevention of Occupational Risks

3.20. Productivity, Attraction, Retention and Activation of Talent 

3.20.1. Productivity 
3.20.2. Talent Attraction and Retention Levers 

3.21. Monetary Compensation Vs.Non-Cash

3.21.1. Monetary Compensation vs. Non-Cash 
3.21.2. Wage Band Models 
3.21.3. Non-Cash Compensation Models 
3.21.4. Working Model 
3.21.5. Corporate Community 
3.21.6. Company Image 
3.21.7. Emotional Salary 

3.22. Innovation in Talent and People Management 

3.22.1. Innovation in Organizations
3.22.2. New Challenges in the Human Resources Department
3.22.3. Innovation Management
3.22.4. Tools for Innovation

3.23. Knowledge and Talent Management 

3.23.1. Knowledge and Talent Management
3.23.2. Knowledge Management Implementation 

3.24. Transforming Human Resources in the Digital Era 

3.24.1. The Socioeconomic Context
3.24.2. New Forms of Corporate Organization
3.24.3. New Methodologies

Module 4. Economic and Financial Management 

4.1. Economic Environment 

4.1.1. Macroeconomic Environment and the National Financial System 
4.1.2. Financial Institutions 
4.1.3. Financial Markets 
4.1.4. Financial Assets 
4.1.5. Other Financial Sector Entities 

4.2. Company Financing 

4.2.1. Sources of Financing 
4.2.2. Types of Financing Costs 

4.3. Executive Accounting 

4.3.1. Basic Concepts  
4.3.2. The Company's Assets  
4.3.3. The Company's Liabilities  
4.3.4. The Company's Net Worth  
4.3.5. The Income Statement

4.4. From General Accounting to Cost Accounting 

4.4.1. Elements of Cost Calculation 
4.4.2. Expenses in General Accounting and Cost Accounting 
4.4.3. Costs Classification 

4.5. Information Systems and Business Intelligence 

4.5.1. Fundamentals and Classification 
4.5.2. Cost Allocation Phases and Methods 
4.5.3. Choice of Cost Center and Impact 

4.6. Budget and Management Control 

4.6.1. The Budget Model  
4.6.2. The Capital Budget 
4.6.3. The Operating Budget  
4.6.4. Treasury Budget  
4.6.5. Budget Monitoring  

4.7. Treasury Management 

4.7.1. Accounting Working Capital and Necessary Working Capital 
4.7.2. Calculation of Operating Requirements of Funds 
4.7.3. Credit Management 

4.8. Corporate Tax Responsibility 

4.8.1. Basic Tax Concepts  
4.8.2. Corporate Income Tax  
4.8.3. Value Added Tax  
4.8.4. Other Taxes Related to Commercial with the Mercantile Activity  
4.8.5. The Company as a Facilitator of the Work of the State

4.9. Company Control Systems 

4.9.1. Analysis of Financial Statements  
4.9.2. The Company's Balance Sheet  
4.9.3. The Profit and Loss Statement  
4.9.4. The Statement of Cash Flows  
4.9.5. Ratio Analysis  

4.10. Financial Management 

4.10.1. The Company's Financial Decisions  
4.10.2. Financial Department  
4.10.3. Cash Surpluses  
4.10.4. Risks Associated with Financial Management  
4.10.5. Financial Administration Risk Management  

4.11. Financial Planning 

4.11.1. Definition of Financial Planning 
4.11.2. Actions to be Taken in Financial Planning 
4.11.3. Creation and Establishment of the Business Strategy  
4.11.4. The Cash Flow Table 
4.11.5. The Working Capital Table 

4.12. Corporate Financial Strategy 

4.12.1. Corporate Strategy and Sources of Financing 
4.12.2. Financial Products for Corporate Financing  

4.13. Macroeconomic Context 

4.13.1. Macroeconomic Context 
4.13.2. Relevant Economic Indicators 
4.13.3. Mechanisms for Monitoring of Macroeconomic Magnitudes 
4.13.4. Economic Cycles  

4.14. Strategic Financing 

4.14.1. Self-Financing  
4.14.2. Increase in Equity  
4.14.3. Hybrid Resources  
4.14.4. Financing Through Intermediaries  

4.15. Money and Capital  Markets 

4.15.1. The Money Market  
4.15.2. The Fixed Income Market  
4.15.3. The Equity Market  
4.15.4. The Foreign Exchange Market  
4.15.5. The Derivatives Market  

4.16. Financial Analysis and Planning 

4.16.1. Analysis of the Balance Sheet 
4.16.2. Analysis of the Income Statement 
4.16.3. Profitability Analysis 

4.17. Analysis and Resolution of Cases/Problems 

4.17.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX)

Module 5. Operations and Logistics Management 

5.1. Operations Direction and Management

5.1.1. The Role of Operations 
5.1.2. The Impact of Operations on the Management of Companies  
5.1.3. Introduction to Operations Strategy 
5.1.4. Operations Management

5.2. Industrial Organization and Logistics 

5.2.1. Industrial Organization Department
5.2.2. Logistics Department

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO, etc)  

5.3.1. Production System 
5.3.2. Production Strategy  
5.3.3. Inventory Management System
5.3.4. Production Indicators 

5.4. Structure and Types of Procurement  

5.4.1. Function of Procurement 
5.4.2. Procurement Management
5.4.3. Types of Purchases 
5.4.4. Efficient Purchasing Management of a Company 
5.4.5. Stages of the Purchase Decision Process 

5.5. Economic Control of Purchasing 

5.5.1. Economic Influence of Purchases
5.5.2. Cost Centers 
5.5.3. Budget
5.5.4. Budgeting vs. Actual Expenditure
5.5.5. Budgetary Control Tools

5.6. Warehouse Operations Control 

5.6.1. Inventory Control
5.6.2. Location Systems 
5.6.3. Stock Management Techniques
5.6.4. Storage Systems

5.7. Strategic Purchasing Management

5.7.1. Business Strategy
5.7.2. Strategic Planning
5.7.3. Purchasing Strategies

5.8. Typologies of the Supply Chain (SCM) 

5.8.1. Supply Chain
5.8.2. Benefits of Supply Chain Management
5.8.3. Logistical Management in the Supply Chain

5.9. Supply Chain Management 

5.9.1. The Concept of Management of the Supply Chain (SCM)
5.9.2. Costs and Efficiency of the Operations Chain
5.9.3. Demand Patterns
5.9.4. Operations Strategy and Change

5.10. Interactions Between the SCM and All Other Departments

5.10.1. Interaction of the Supply Chain 
5.10.2. Interaction of the Supply Chain. Integration by Parts
5.10.3. Supply Chain Integration Issues 
5.10.4. Supply Chain 4.0

5.11. Logistics Costs 

5.11.1. Logistics Costs
5.11.2. Problems with Logistics Costs
5.11.3. Optimizing Logistic Costs  

5.12. Profitability and Efficiency of Logistics Chains: KPIs 

5.12.1. Logistics Chain
5.12.2. Profitability and Efficiency of the Logistics Chain.
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain

5.13. Process Management

5.13.1. Process Management 
5.13.2. Process-Based Approach: Process Mapping 
5.13.3. Improvements in Process Management 

5.14. Distribution and Transportation Logistics

5.14.1. Distribution in the Supply Chain 
5.14.2. Transportation Logistics 
5.14.3. Geographic Information Systems as a Support to Logistics 

5.15. Logistics and Customers

5.15.1. Demand Analysis 
5.15.2. Demand and Sales Forecast 
5.15.3. Sales and Operations Planning
5.15.4. Collaborative Planning, Forecasting and Replenishment (CPFR) 

5.16. International Logistics 

5.16.1. Export and Import Processes 
5.16.2. Customs 
5.16.3. Methods and Means of International Payment
5.16.4. International Logistics Platforms

5.17. Outsourcing of Operations

5.17.1. Operations Management and Outsourcing 
5.17.2. Outsourcing Implementation in Logistics Environments 

5.18. Competitiveness in Operations

5.18.1. Operations Management 
5.18.2. Operational Competitiveness 
5.18.3. Operations Strategy and Competitive Advantages 

5.19. Quality Management

5.19.1. Internal and External Customers
5.19.2. Quality Costs
5.19.3. Ongoing Improvement and the Deming Philosophy

Module 6. Information Systems Management

6.1. Technological Environment

6.1.1. Technology and Globalization 
6.1.2. Economic Environment and Technology 
6.1.3. Technological Environment and its Impact on Companies 

6.2. Information Systems and Technologies in the Company 

6.2.1. The Evolution of the IT Model
6.2.2. Organization and IT Departments
6.2.3. Information Technology and Economic Environment

6.3. Corporate Strategy and Technology Strategy 

6.3.1. Creating Value for Customers and Shareholders
6.3.2. Strategic IS/IT Decisions
6.3.3. Corporate Strategy vs Technological and Digital Strategy

6.4. Information Systems Management

6.4.1. Corporate Governance of Technology and Information Systems 
6.4.2. Management of Information Systems in Companies 
6.4.3. Expert Managers in Information Systems: Roles and Functions 

6.5. Information Technology Strategic Planning

6.5.1. Information Systems and Corporate Strategy
6.5.2. Strategic Planning of Information Systems  
6.5.3. Phases of Information Systems Strategic Planning 

6.6. Information Systems for Decision-Making

6.6.1. Business Intelligence
6.6.2. Data Warehouse
6.6.3. BSC or Balanced Scorecard

6.7. Exploring the Information

6.7.1. SQL: Relational Databases.Basic Concepts
6.7.2. Networks and Communications
6.7.3. Operational System: Standardized Data Models 
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards 
6.7.5. Strategic DB Analysis and Report Composition 

6.8. Enterprise Business Intelligence

6.8.1. The World of Data
6.8.2. Relevant Concepts
6.8.3. Main Characteristics
6.8.4. Solutions in Today's Market
6.8.5. Overall Architecture of a BI Solution
6.8.6. Cybersecurity in BI and Data Science

6.9. New Business Concept  

6.9.1. Why BI
6.9.2. Obtaining Information
6.9.3. BI in the Different Departments of the Company 
6.9.4. Reasons to Invest in BI

6.10. BI Tools and Solutions 

6.10.1. How to Choose the Best Tool?
6.10.2. Microsoft Power BI, MicroStrategy and Tableau
6.10.3. SAP BI, SAS BI and Qlikview
6.10.4. Prometheus

6.11. BI Project Planning and Management  

6.11.1. First Steps to Define a BI Project
6.11.2.  BI Solution for the Company
6.11.3. Requirements and Objectives 

6.12. Corporate Management Applications 

6.12.1. Information Systems and Corporate Management 
6.12.2. Applications for Corporate Management 
6.12.3. Enterprise Resource Planning or ERP Systems

6.13. Digital Transformation

6.13.1.  Conceptual Framework of Digital Transformation 
6.13.2. Digital Transformation: Key Elements, Benefits and Drawbacks. 
6.13.3. Digital Transformation in Companies 

6.14. Technology and Trends

6.14.1. Main Trends in the Field of Technology that are Changing Business Models 
6.14.2. Analysis of the Main Emerging Technologies 

6.15. IT Outsourcing

6.15.1. Conceptual Framework of Outsourcing 
6.15.2. IT Outsourcing and Its Impact on the Business 
6.15.3. Keys to Implement Corporate IT Outsourcing Projects

Module 7. Commercial Management, Strategic Marketing and Corporate Communication

7.1. Commercial Management

7.1.1. Conceptual Framework of Commercial Management
7.1.2. Business Strategy and Planning
7.1.3. The Role of Sales Managers

7.2. Marketing 

7.2.1. The Concept of Marketing
7.2.2. The Basic Elements of Marketing
7.2.3. Marketing Activities in Companies

7.3. Strategic Marketing Management

7.3.1. The Concept of Strategic Marketing
7.3.2. Concept of Strategic Marketing Planning
7.3.3. Stages in the Process of Strategic Marketing Planning

7.4. Digital Marketing and E-Commerce

7.4.1. Digital Marketing and E-Commerce Objectives  
7.4.2. Digital Marketing and Media Used 
7.4.3. E-Commerce. General Context 
7.4.4. Categories of E-Commerce 
7.4.5. Advantages and Disadvantages of E-commerce Versus Traditional Commerce 

7.5. Managing Digital Business

7.5.1. Competitive Strategy in the Face of the Growing Digitalization of the Media 
7.5.2. Design and Creation of a Digital Marketing Plan 
7.5.3. ROI Analysis in a Digital Marketing Plan 

7.6. Digital Marketing to Reinforce the Brand

7.6.1. Online Strategies to Improve Your Brand's Reputation
7.6.2. Branded Content and Storytelling

7.7. Digital Marketing Strategy

7.7.1. Defining the Digital Marketing Strategy 
7.7.2. Digital Marketing Strategy Tools 

7.8. Digital Marketing to Attract and Customer Loyalty 

7.8.1. Loyalty and Engagement Strategies Through the Internet
7.8.2. Visitor Relationship Management
7.8.3. Hypersegmentation

7.9. Managing Digital Campaigns

7.9.1.  What is a Digital Advertising Campaign?
7.9.2. Steps in Launching an Online Marketing Campaign
7.9.3. Mistakes in Digital Advertising Campaigns

7.10. Online Marketing Plan

7.10.1. What is an Online Marketing Plan?
7.10.2. Steps to Create an Online Marketing Plan
7.10.3. Advantages of Having an Online Marketing Plan

7.11. Blended Marketing

7.11.1. What is Blended Marketing?
7.11.2. Differences Between Online and Offline Marketing
7.11.3. Aspects to be Taken into Account in the Blended Marketing Strategy 
7.11.4. Characteristics of a Blended Marketing Strategy
7.11.5. Recommendations in Blended Marketing
7.11.6. Benefits of Blended Marketing

7.12. Sales Strategy 

7.12.1. Sales Strategy 
7.12.2. Sales Methods

7.13. Corporate Communication 

7.13.1. Concept
7.13.2. The Importance of Communication in the Organization
7.13.3. Type of Communication in the Organization
7.13.4. Functions of Communication in the Organization
7.13.5. Elements of Communication
7.13.6. Communication Problems
7.13.7. Communication Scenarios

7.14. Corporate Communication Strategy 

7.14.1. Motivational Programs, Social Action, Participation and HR Training Programs 
7.14.2. Internal Communication Tools and Supports”
7.14.3. Internal Communication Plan

7.15. Digital Communication and Reputation

7.15.1. Online Reputation 
7.15.2. How to Measure Digital Reputation? 
7.15.3. Online Reputation Tools 
7.15.4. Online Reputation Report 
7.15.5. Online Branding

Module 8. Market Research, Advertising and Commercial Management

8.1. Market Research 

8.1.1. Market Research: Historical Origin  
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research  
8.1.3. Key Elements and Value Contribution of Market Research  

8.2. Quantitative Research Methods and Techniques 

8.2.1. Sample Size  
8.2.2. Sampling  
8.2.3. Types of Quantitative Techniques   

8.3. Qualitative Research Methods and Techniques 

8.3.1. Types of Qualitative Research 
8.3.2. Qualitative Research Techniques 

8.4. Market Segmentation 

8.4.1. Market Segmentation Concept  
8.4.2. Utility and Segmentation Requirements  
8.4.3. Consumer Market Segmentation  
8.4.4. Industrial Market Segmentation  
8.4.5. Segmentation Strategies  
8.4.6. Segmentation Based on Marketing - Mix Criteria  
8.4.7. Market Segmentation Methodology 

8.5. Research Project Management 

8.5.1. Market Research as a Process 
8.5.2. Planning Stages in Market Research 
8.5.3. Stages of Market Research Implementation 
8.5.4. Managing a Research Project  

8.6. International Market Research  

8.6.1. International Market Research 
8.6.2. International Market Research Process 
8.6.3. The Importance of Secondary Sources in International Market Research 

8.7. Feasibility Studies    

8.7.1. Concept and Usefulness 
8.7.2. Outline of a Feasibility Study 
8.7.3. Development of a Feasibility Study 

8.8. Publicity 

8.8.1. Historical Background of Advertising  
8.8.2. Conceptual Framework of Advertising: Principles, Briefing Concept and Positioning  
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals  
8.8.4. Importance of Advertising in Business 
8.8.5. Advertising Trends and Challenges  

8.9. Developing the Marketing Plan  

8.9.1. Marketing Plan Concept 
8.9.2. Situation Analysis and Diagnosis 
8.9.3. Strategic Marketing Decisions 
8.9.4. Operational Marketing Decisions 

8.10. Promotion and Merchandising Strategies 

8.10.1. Integrated Marketing Communication 
8.10.2. Advertising Communication Plan 
8.10.3. Merchandising as a Communication Technique 

8.11. Media Planning  

8.11.1. Origin and Evolution of Media Planning   
8.11.2. Media  
8.11.3. Media Plan  

8.12. Fundamentals of Commercial Management  

8.12.1.The Role of Commercial Management 
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation 
8.12.3. Commercial Planning Systems of the Company 
8.12.4. Main Competitive Strategies 

8.13. Commercial Negotiation 

8.13.1. Commercial Negotiation   
8.13.2. Psychological Issues in Negotiation 
8.13.3. Main Negotiation Methods 
8.13.4. The Negotiation Process 

8.14. Decision-Making in Commercial Management 

8.14.1. Commercial Strategy and Competitive Strategy 
8.14.2. Decision Making Models 
8.14.3.  Decision-Making Analytics and Tools 
8.14.4. Human Behavior in Decision Making 

8.15. Leadership and Management of the Sales Network 

8.15.1.  Sales Management  
8.15.2. Networks Serving Commercial Activity 
8.15.3. Salesperson Recruitment and Training Policies 
8.15.4. Remuneration Systems for Own and External Commercial Networks 
8.15.5. Management of the Commercial Process. Control and Assistance to the Work of the Sales Representatives Based on the Information 

8.16. Implementing the Commercial Function 

8.16.1. Recruitment of Own Sales Representatives and Sales Agents 
8.16.2. Controlling Commercial Activity  
8.16.3. The Code of Ethics of Sales Personnel 
8.16.4. Compliance with Legislation 
8.16.5. Generally Accepted Standards of Business Conduct 

8.17. Key Account Management 

8.17.1. Concept of Key Account Management   
8.17.2. The Key Account Manager 
8.17.3. Key Account Management Strategy  

8.18. Financial and Budgetary Management  

8.18.1. The Break-Even Point 
8.18.2. The Sales Budget. Control of Management and of the Annual Sales Plan 
8.18.3. Financial Impact of Strategic Sales Decisions 
8.18.4.  Cycle Management, Turnover, Profitability and Liquidity
8.18.5. Income Statement

Module 9. Innovation and Project Management

9.1. Innovation

9.1.1. Introduction to Innovation 
9.1.2. Innovation in the Entrepreneurial Ecosystem 
9.1.3. Instruments and Tools for the Business Innovation Process 

9.2. Innovation Strategy

9.2.1. Strategic Intelligence and Innovation 
9.2.2. Innovation from Strategy 

9.3. Project Management for Startups

9.3.1.  Startup Concept
9.3.2. Lean Startup Philosophy
9.3.3. Stages of Startup Development
9.3.4. The Role of a Project Manager in a Startup

9.4. Business Model Design and Validation

9.4.1. Conceptual Framework of a Business Model 
9.4.2. Business Model Design and Validation 

9.5. Project Management

9.5.1. Project Management and Direction: Identification of Opportunities to Develop Corporate Innovation Projects 
9.5.2. Main Stages or Phases in the Direction and Management of Innovation Projects 

9.6. Change Management in Projects: Management of Training 

9.6.1. Concept of Change Management
9.6.2. The Change Management Process
9.6.3. Change Implementation

9.7. Project Communication Management

9.7.1. Project Communications Management
9.7.2. Key Concepts for Project Communications Management
9.7.3. Emerging Trends
9.7.4. Adaptations to Equipment
9.7.5. Planning Communications Management
9.7.6. Managing Communications
9.7.7. Monitoring Communications

9.8. Traditional and Innovative Methodologies

9.8.1. Innovative Methodologies
9.8.2. Basic Principles of Scrum
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies

9.9. Creation of a Startup

9.9.1. Creation of a Startup 
9.9.2. Organization and Culture
9.9.3. Top Ten Reasons Why Startups Fail 
9.9.4. Legal Aspects

9.10. Project Risk Management Planning

9.10.1.  Risk Planning
9.10.2. Elements for Creating a Risk Management Plan
9.10.3. Tools for Creating a Risk Management Plan
9.10.4. Content of the Risk Management Plan

Module 10. Executive Management

10.1. General Management

10.1.1.  The Concept of General Management  
10.1.2. The General Manager's Action 
10.1.3. The CEO and Their Responsibilities 
10.1.4. Transforming the Work of Management 

10.2. Manager Functions:Organizational Culture and Approaches 

10.2.1. Manager Functions: Organizational Culture and Approaches 

10.3. Operations Management  

10.3.1.  The Importance of Management 
10.3.2. Value Chain 
10.3.3. Quality Management 

10.4. Public Speaking and Spokesperson Education 

10.4.1. Interpersonal Communication 
10.4.2. Communication Skills and Influence 
10.4.3. Communication Barriers 

10.5. Personal and Organizational  Communications Tools 

10.5.1. Interpersonal Communication 
10.5.2. Interpersonal Communication Tools 
10.5.3.  Communication in the Organization 
10.5.4. Tools in the Organization 

10.6. Communication in Crisis Situations 

10.6.1. Crisis 
10.6.2. Phases of the Crisis 
10.6.3. Messages: Contents and Moments 

10.7. Preparation of a Crisis Plan 

10.7.1. Analysis of Possible Problems 
10.7.2. Planning 
10.7.3. Adequacy of Personnel 

10.8. Emotional Intelligence  

10.8.1. Emotional Intelligence and Communication 
10.8.2.  Assertiveness, Empathy, and Active Listening 
10.8.3. Self-Esteem and Emotional Communication 

10.9. Personal Branding 

10.9.1. Strategies to Develop Personal Branding 
10.9.2. Personal Branding Laws 
10.9.3. Tools for Creating Personal Brands 

10.10. Leadership and Team Management 

10.10.1. Leadership and Leadership Styles 
10.10.2. Leader Capabilities and Challenges 
10.10.3. Managing Change Processes 
10.10.4. Managing Multicultural Teams

Module 11. Clinical Management  

11.1. Patient Classification Systems

11.1.1. Diagnosis-Related Groups (DRGs)
11.1.2. The NIPE Project (Standardization of Interventions for Nurse Practice)
11.1.3. Patient Classification Systems
11.1.4. Essential Resources

11.2. Definition and Regulation of Clinical Management

11.2.1. Definition of Clinical Governance
11.2.2. Evolution of Clinical Management in the National Health System
11.2.3. The Contract-Program and Clinical Management
11.2.5. Current Status and Controversies

11.3. Clinical Management Processes and Protocols. Management of Scientific Evidence

11.3.1. Variability in Medical Practice
11.3.2. Scientific Evidence
11.3.3. Clinical Management
11.3.4. Processes, Procedures, Clinical Pathways and Clinical Management Units

11.4. Models and Clinical Management Units: Inter-Hospital Units

11.4.1. What Can Be Considered in a Clinical Management Unit: Inter-Hospital
11.4.2. Requirements of Inter-Hospital Clinical Management Units
11.4.3. Importance of Leadership in Inter-Hospital Clinical Management Units
11.4.4. Human Resources, Continuing Education, Research and Teaching
11.4.5. Patients and Companions. Humanization in Healthcare
11.4.6. Processes in Inter-Hospital Clinical Management Units
11.4.7. The Indicators of these Inter-Hospital Units
11.4.8. Management by Objectives and Improvement

11.5. Prudent Drug Prescription. Electronic Prescription

11.5.1. Good Prescribing Standards
11.5.2. Principles for Prudent Prescribing
11.5.3. Tools for Prudent Pharmacological Prescribing
11.5.4. Prescribing Quality Indicators

11.6. Prescription of Complementary Tests

11.6.1. Management of Requests
11.6.2. Information Systems Integration Model for the Management of Diagnostic Tests
11.6.3. Benefits of a Request Manager
11.6.4. Lean Method

Module 12. Planning and Control of Health Organizations 

12.1. Actors in the National Health System

12.1.1. Sustainability of the National Health System
12.1.2. The Actors in the Healthcare System
12.1.3. The Taxpayer
12.1.4. The Patient
12.1.5. The Professional
12.1.6. Purchasing Agency
12.1.7. The Buyer
12.1.8. The Manufacturing Institution
12.1.9. Conflicts and Interests

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

13.1. Classical Medical Management vs. Healthcare Management

13.1.1. Classic Medical Management
13.1.2. Medical Healthcare Management

13.2. Management Information Systems and Electronic Medical Records

13.2.1. Control Panels
13.2.2. Electronic Medical Records
13.2.3. Assisted Prescription Systems
13.2.4. Other Useful Information Systems in Health Management

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

13.3.1. The Need for Healthcare Integration
13.3.2. Integrated Health Organizations. Initial Bases
13.3.3. Starting an OSI

13.4. Bioethics and Humanization in Medical Practice

13.4.1. Current Status of Dehumanization in the Healthcare System
13.4.2. Quality Management
13.4.3. Humanizing Quality Management
13.4.4. Humanization Programs

13.5. Medical and Healthcare Management: Relationships

13.5.1. Management Role
13.5.2. Active Participation Management
13.5.3. Management Objectives
13.5.4. Regulation of the Relationship Between Medical Management and Executive Management
13.5.5. Professional Management Systems

13.6. Public Health, Health Promotion and Disease Prevention for Healthcare Directorates, Hospitals and Health Areas

13.6.1. What is Public Health
13.6.2. Health Promotion
13.6.3. Disease Prevention
13.6.4. Foreign or International Health
13.6.5. The Challenges of Public Health

13.7. Transformation of the Healthcare Model. The Triple Aim

13.7.1. Continuity of Healthcare Strategy
13.7.2. Social Health Strategy
13.7.3. Efficiency, Health and Patient Experience

Module 14. Quality Management 

14.1. Quality in Healthcare

14.1.1. Quality Care
14.1.2. Health and Quality Activity Records

14.2. Quality of Healthcare Programs

14.2.1. Quality of Care

Module 15. Competency Management 

15.1. Performance Evaluation. Competency Management

15.1.1. Definition of Competencies
15.1.2. Performance Evaluation Procedure. Implementation
15.1.3. Functions
15.1.4. General and Specific Skills
15.1.5. Feedback from Professions for Improving their Performance and Self-Assessment
15.1.6. Training Itinerary Design for Skills Development
15.1.7. Intrinsic and Extrinsic Motivation to Improve Performance. Methods
15.1.8. Most Important Principles of Change

15.2. Methods and Techniques. Competency Management

15.2.1. The Assessment Interview. Instructions for the Assessor
15.2.2. General Principles of Motivational Interviewing
15.2.3. Motivational Interview
15.2.4. Communication Strategies
15.2.5. Miller’s Pyramid

Module 16. Patient Safety 

16.1. Patient Safety: Evolution Over Time

16.1.1. Introduction and Definition Background and Current Situation
16.1.2. Unequivocal Patient Identification. Localization and Traceability Systems
16.1.3. Patients at Risk of Developing Pressure Ulcers (PUs)
16.1.4. Infection Risks Associated to Nursing Care. Venous Access Care
16.1.5. Fall Risks. Fall Prevention and Monitoring in Hospitalized Patients

16.2. Nosocomial Infections

16.2.1. Nosocomial Infections. Definition and Classification BORRAR
16.2.2. Care for Nosocomial Infection
16.2.3. Hospital Infection Control and Surveillance Programs and Networks
16.2.4. Asepsis, Disinfection and Sterilization

16.3. Prevention

16.3.1. Primary and Secondary Prevention. Types and Examples
16.3.2. Prevention and Detection of Adverse Events Related to the Preparation and Administration of Medication
16.3.3. Screening Programs: Breast Cancer Management
16.3.4. Screening Programs: Colon Cancer Management
16.3.5. Vaccination Program Management. Childhood Vaccination
16.3.6. Vaccination Program Management. Flu Vaccination
16.3.7. FMEA (Failure Mode and Effects Analysis). Root Cause Analysis

16.4. Notification and Registration System

16.4.1. Information and Record Systems
16.4.2. Adverse Event Reporting and Recording Systems

16.5. Secondary and Tertiary Victims

16.5.1. Health Professionals in the Face of Adverse Effects
16.5.2. Recovery Trajectory and Emotional Support
16.5.3. Impact on Corporate Image

Module 17. Quality Accreditation in Healthcare 

17.1. Accreditation in Healthcare

17.1.1. Quality Management Systems: Accreditation, Certification and Excellence Models

17.2. Joint Commission International

17.2.1. History
17.2.2. The Joint International Commission

17.3. EFQM Model

17.3.1. Criteria in Models for Excellence
17.3.2. The Reder Logic Scheme
17.3.3. Update of the EFQM Excellence Model

17.4. ISO Accreditation

17.4.1. Rules Are Used as a Standard for Certification
17.4.2. Healthcare System Accreditation Status
17.4.3. Accreditation in Perspective: Main Theoretical-Practical Conflicts

Module 18. Managing Special and Hospitalization Services 

18.1. Emergency Services Management

18.1.1. Processes of Emergency Services
18.1.2. Service Planning and Control
18.1.3. Human Resources
18.1.4. Teaching in the Emergency Department

18.2. UCI Management

18.2.1. Intensive Care Definition
18.2.2. ICU. Physical Structure
18.2.3. Human Resource Allocation
18.2.4. Material Resources: Technology and Equipment Monitoring
18.2.5. ICU Without Walls and Innovation Models
18.2.6. Safety Management in ICU. Zero Projects, Quality Indicators. Information Transfer
18.2.7. Humanization in ICUs

18.3. Surgical Unit Management

18.3.1. The Surgical Unit. Physical Structure, Organization and Channels
18.3.2. Coordination of Operating Rooms. Surgical Performance and Operation Indicators. Surgical Scheduling. Improving Performance
18.3.3. Human Resource Calculation in a Surgical Unit
18.3.4. Material Resource Calculation: Surgical Block Sizing and Operation
18.3.5. Safety Management in a Surgical Department. Surgical Chacklist. Surgical Hand Washing
18.3.6. Asepsis and Sterilization in Operating Rooms. Environmental Monitoring of the Operating Room

18.4. Management of Hospital Admission Units

18.4.1. What are Hospitalization Units
18.4.2. Requirements of Hospitalization Units
18.4.3. Importance of Leadership in the Hospitalization Units
18.4.4. Human Resources, Continuing Education, Teaching and Research
18.4.5. Patients and Companions
18.4.6. Processes: Strategic, Operational and Structural
18.4.7. Hospitalization Unit Indicators
18.4.8. The Role of Primary Care and Other Healthcare Facilities
18.4.9. Management by Objectives and Improvement

18.5. Other Units and Special Services

18.5.1. Alternatives to Conventional Hospitalization: Day Hospital (DH)
18.5.2. Alternatives to Conventional Hospitalization: Day Hospital Units Integrated in Other Units
18.5.3. Alternatives to Conventional Hospitalization: Home Hospitalization
18.5.4. Alternatives to Conventional Hospitalization: Short Stay Units

Module 19. Managing Central Services 

19.1. Admission and Clinical Documentation Service

19.1.1. Admissions and Clinical Documentation Services
19.1.2. Bed Management
19.1.3. Medical Record Archive
19.1.4. Digitization and Indexation
19.1.5. Metadata Definition

19.2. Management of Radiodiagnostic Services

19.2.1. Radiology Service Definition
19.2.2. Structure and Organization of the Radiology Service
19.2.3. Radiological Information Systems (RIS)
19.2.4. Radiological Request Circuit
19.2.5. Patients’ Rights
19.2.6. Teleradiology

19.3. Laboratory Management

19.3.1. Pre-Analytical Phase
19.3.2. The Analytical Phase
19.3.3. The Post-Analytical Phase
19.3.4. Point-Of-Care Testing (POCT)

19.4. Hospital and Primary Care Pharmacy Management

19.4.1. Planning and Organization of Pharmacy Services: Physical Structure, Organization and Channels
19.4.2. Human and Material Resources. Different Competencies and Functions
19.4.3. Procurement Management and Pharmacotherapy Management Process
19.4.4. Hospital Dispensing Systems: Plant Stock, Unit Dose, Automated Systems
19.4.5. Sterile Medication Preparation Area: Hazardous and Non-Hazardous
19.4.6. Pharmaceutical Care to Outpatients and Ambulatory Patients
19.4.7. Primary Care Pharmacy and Healthcare Coordination in Pharmacotherapy

19.5. Hospitality, Complementary and Volunteer Services Management

19.5.1. Hospital Food
19.5.2. Linen Service
19.5.3. Hospital Volunteering

Module 20. Management of Transversal and Primary Services 

20.1. Primary Healthcare

20.1.1. Primary Healthcare Resolution Capacity
20.1.2. Community Care: Health Programs
20.1.3. Emergency and Continuous Care. PAC Model and Special Emergency Services Model

20.2. Complex-Chronic Patient Management

20.2.1. Chronicity Care Models
20.2.2. From the Strategy for Chronic Care to Chronic Patient Management
20.2.3. Chronicity and Social Healthcare

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

20.3.1. Patient Empowerment and Nursing Input
20.3.2. Peer Support
20.3.3. Self-Care and Self-Care Support
20.3.4. Health Education and Self-Management Education
20.3.5. Self-Management Programs. Features
20.3.6. Self-Management Programs. International Experiences

Module 21. Management of Outpatient Services 

21.1. Management of Outpatient Services: Day Hospitals and Outpatient Consultations

21.1.1. Organization and Operation of the Day Hospital
21.1.2. Oncohematologic Day Hospital Management
21.1.3. Organization and Management of Outpatient Consultation

21.2. Management of Outpatient Services

21.2.1. Evolution Over Time
21.2.2. Emergency Coordination Centers
21.2.3. Human Resources and Skills. Team Involved
21.2.4. Healthcare Network Devices Coordination
21.2.5. Emergency Quality Indicators
21.2.6. Planning for Disasters. Managing a Disaster

21.3. Home Care: Models

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

21.4. Mental Health, Addictive Behavior and Social Work

21.4.1. Introduction to Mental Health
21.4.2. Comprehensive Care
21.4.3. Diagnostic and Therapeutic Techniques and Procedures Common to All Devices
21.4.4. Transversality and Continuity of Care in the Healthcare Setting
21.4.5. Social Work

Module 22. Decision Making and Time Management 

22.1. Decision Making

22.1.1. Deciding as an Organizational Process
22.1.2. Decision Process Phases
22.1.3. Features of any Decision

22.2. The Decision Process. Techniques

22.2.1. Management Schools. History
22.2.2. The Framework of the Management and Decision-Making Function
22.2.3. Types of Decisions
22.2.4. Characteristics of a Good Decision
22.2.5. Key Points to Consider in Decision-Making
22.2.6. The Logical Reasoning Process
22.2.7. Decision Support Tools

22.3. Time, Stress and Happiness Management

22.3.1. Introduction to Stress in Managerial Positions
22.3.2. General Guidelines for Preventing and/or Reducing the Experience of Stress
22.3.3. Effective Time Management
22.3.4. Agenda Planning
22.3.5. Personal Time and Professional Time, in Search of Happiness

Module 23. Creating a Personal Brand 

23.1. Public Profile

23.1.1. Presenting Ourselves to the World. Our Digital Footprint
23.1.2. Digital Reputation. Positive References
23.1.3. The Cover Letter in 2.0

23.2. The Job Interview to Apply for a Managerial Position

23.2.1. The Interview
23.2.2. Methods for a Successful Interview}

Module 24. Internal Communication in Management 

24.1. Communication

24.1.1. Conceptual Approach
24.1.2. Internal Communication in Health Organization. Do You Have a Plan?
24.1.3. How to Create an Internal Communication Plan
24.1.4. Tools Evolution. From the Internal Circulation Note to the Corporate Social Network

24.2. Meetings

24.2.1. Conceptual Approach
24.2.2. Management Meetings and Time Management
24.2.3. Scheduled Team Meeting Architecture. A Proposal
24.2.4. Keys to Successful Meeting Preparation
24.2.5. Meeting Management

24.3. Conflict Management

24.3.1. Conceptual Approach
24.3.2. Labor Disputes
24.3.3. The Change Main Source of Conflict with Management
24.3.4. Conflict Management in Health Teams

Module 25. Communication and Marketing in Health 

25.1. Marketing and Social Media

25.1.1. Conceptual Approach
25.1.2. Health Services Marketing

25.2. Communication in Organizations

25.2.1. Conceptual Approach
25.2.2. What to Communicate in the Healthcare Organization
25.2.3. ICTs as a Key Communication Tool in Clinical Management

25.3. Relationships with Social Agent Users and Suppliers

25.3.1. Financing and Underwriting
25.3.2. Regulation Actors in the System
25.3.3. Relationship Map, What They Expect from Each Other

25.4. Corporate Social Responsibility. Good Healthcare Governance

25.4.1. Responsibility and Ethics in the Organizations
25.4.2. Principles and Commitments to Develop Social Responsibility in the National Health System
25.4.3. Good Healthcare Governance
25.4.4. Good Governance Practices

Module 26. Teaching and Research Management. Research and Innovation: R&D&I in the Healthcare Environment 

26.1. Research Methodology: Epidemiology and Research Study Designs and Biases

26.1.1. Epidemiology and Clinical Epidemiology
26.1.2. Main Study Designs in Clinical Research
26.1.3. Quality of the Studies: Reliability and Validity. Biases

26.2. Sources of Information for Research and Sourcing Strategies. Databases

26.2.1. Clinical Research Questions
26.2.2. Information Sources
26.2.3. Where and How to Search for Information
26.2.4. Searching
26.2.5. Databases

26.3. Critical Reading of Articles

26.3.1. Phases in Critical Reading
26.3.2. Tools for Critical Reading
26.3.3. Main Mistakes

26.4. Research Projects: Financial Resources Product and Patents Development

26.4.1. Research Project Design
26.4.2. Funding in Research
26.4.3. Exploitation of Research Results

26.5. Communication and Dissemination of Research Findings

26.5.1. Research Reports
26.5.2. Choosing a Journal for Publication
26.5.3. Some Style Recommendations

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