The figure of the upright, inflexible and authoritarian manager has become obsolete. A new profile has emerged, one that  is much more in line with new trends and stands out for being technologically savvy, practicing active listening and being self-critical of their work”

Why Study at TECH?

TECHis 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.   

TECHis 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 TECHare 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. TECHhas 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

TECHoffers students the best online learning methodology. The university combines the relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

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 the most rigorous and up-to-date case studies in the academic community”

The Advanced master’s degree MBA in Nursing Management Administration is a tailor-made program delivered in a 100% online format so you can choose the time and place that best suits your availability, schedule and interests. 

A program that takes place over 24 months and is intended to be a unique and stimulating experience that lays the foundation for your success as a manager or entrepreneur.

What you study is very important. The abilities and skills you acquire are fundamental. You won't find a more complete syllabus than this one, believe us” 

Syllabus

This TECH Global University Advanced master’s degree MBA in Nursing Management Administration is an intense program that prepares you to face challenges and business decisions both on a national and international level.

The content of the Advanced master’s degree MBA in Nursing Management Administration is designed to promote the development of managerial skills that enable more thorough decision-making in uncertain environments.

Over the course of 3,000 hours, the student analyzes a plethora of practical cases through individual and teamwork. It is, therefore, an authentic immersion in real business situations. 

This Advanced master’s degree MBA in Nursing Management deals in depth with the main areas of a company and is designed to train managers who understand strategic management from a strategic, international and innovative perspective.

A plan designed for students, focused on their professional improvement, that also prepares them to achieve excellence in the field of business management and administration. 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 teaching staff, which will provide you with the skills to creatively and efficiently resolve critical situations. 

Module 1. Leadership, Ethics, and CSR
Module 2. Strategic Management and Administration
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 , Marketing, and Corporate Communications
Module 8. Innovation and Project Management
Module 9. Planning and Control of Health Organizations
Module 10. Health Systems and Policies
Module 11. The Nursing Department in the Health System
Module 12. Clinical and Nursing Care Management
Module 13. People and Talent Management
Module 14. Management and Economic Assessment
Module 15. Quality Management
Module 16. Competency Management
Module 17. Patient Security
Module 18. Quality Accreditation in Healthcare
Module 19. Managing Special and Hospitalization Services
Module 20. Information Systems Management
Module 21. Management of Transversal and Primary Services
Module 22. Managing Outpatient Services
Module 23. Leadership Management
Module 24. Managerial Decision-making
Module 25. Internal Communication in Management
Module 26. Creating a Personal Brand
Module 27. Communicat Liderazgo, ética y RSC ion and Marketing in Health
Module 28. Teaching and Research Management

Where, When and How is it Taught?

This MBA in Nursing Management Administration takes place over 24 months. You can complete it 100% online, even attending out virtual workshops and conferences. 

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance 

1.1.1. Globalization and Internationalization Trends in the Market
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability

1.2. Leadership

1.2.1. Intercultural Environment
1.2.2. Leadership and Business Management
1.2.3. Management Roles and Responsibilities

1.3. Business Ethics 

1.3.1. Ethics and Integrity
1.3.2. Ethical Behavior in Companies
1.3.3. Deontology, Ethics Codes and Codes of Conduct
1.3.4. Fraud and Corruption Prevention

1.4. Sustainability 

1.4.1. Business and Sustainable Development
1.4.2. Social, Environmental, and Economic Impact
1.4.3. The 2030 Agenda and SDGs

1.5. Corporate Social Responsibility 

1.5.1. Corporate Social Responsibility
1.5.2. Roles and Responsibilities
1.5.3. Implementing Corporate Social Responsibility

Module 2. Strategic Management and Administration 

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organizational Analysis
2.1.3. Designing Organizational Structures

2.2. Corporate Strategy 

2.2.1. Corporate Level Strategy
2.2.2. Types of Corporate Level Strategies
2.2.2. Determining Corporate Strategy
2.2.3. Corporate Strategy and Reputation/Image

2.3. Strategic Planning and Strategy Formulation

2.3.1. Strategic Thinking
2.3.2. Strategic Planning and Formulation
2.3.3. Sustainability and Corporate Strategy

2.4. Strategy Models and Patterns

2.4.1. Wealth, Value, and Return on Investments 
2.4.2. Corporate Strategy: Methodologies
2.4.3. Growing and Consolidating Corporate Strategies

2.5. Strategic Management

2.5.1. Strategic Mission, Vision, and Values
2.5.2. The Balanced Scorecard
2.5.3. Analyzing, Monitoring, and Evaluating Corporate Strategies
2.5.4. Strategic Management and Reporting

2.6. Implementing and Executing Strategy

2.6.1. Implementing the Strategy: Objectives, Actions, and Impacts
2.6.2. Strategic Alignment and Supervision
2.6.3. Continuous Improvement Approach

2.7. Executive Management

2.7.1. Integrating Functional Strategies into Global Business Strategies
2.7.2. Management Policy and Processes
2.7.3. Knowledge Management

2.8. Analyzing and Solving Cases/Problems 

2.8.1. Problem Solving Methodology
2.8.2. Case Method
2.8.3. Positioning and Decision Making

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Theory
3.1.2. Key Factors for Change in Organizations
3.1.3. Corporate Strategies, Typologies and Knowledge Management

3.2. Strategic People Management

3.2.1. Job Design, Recruitment and Selection
3.2.2. Human Resources Strategic Plan: Design and Implementation
3.2.3. Job Analysis: Design and Selecting People
3.2.4. Training and Professional Development

3.3. Management and Leadership Development

3.3.1. Management Skills: 21st Century Skills and Abilities
3.3.2. Non-Managerial Skills
3.3.3. Skills and Abilities Map
3.3.4. Leadership and People Management

3.4. Change Management

3.4.1. Performance Analysis
3.4.2. Strategic Approach
3.4.3. Change Management: Key Factors, Process Design and Management
3.4.4. Continuous Improvement Approach

3.5. Negotiation and Conflict Management 

3.5.1. Negotiation Objectives: Differentiating Elements
3.5.2. Effective Negotiation Techniques
3.5.3. Conflicts: Factors and Types
3.5.4. Efficient Conflict Management: Negotiation and Communication

3.6. Executive Communication

3.6.1. Performance Analysis
3.6.2. Leading Change. Resistance to Change
3.6.3. Managing Change Processes
3.6.4. Managing Multicultural Teams

3.7. Team Management and People Performance

3.7.1. Multicultural and Multidisciplinary Environments
3.7.2. Team and People Management
3.7.3. Coaching and People Performance
3.7.4. Management Meetings: Planning and Time Management

3.8. Knowledge and Talent Management

3.8.1. Identifying Knowledge and Talent in Organizations  
3.8.2. Corporate Knowledge and Talent Management Models 
3.8.3. Creativity and Innovation

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Organizational Theory 
4.1.2. Key Factors for Change in Organizations 
4.1.3. Corporate Strategies, Typologies and Knowledge Management

4.2. Executive Accounting

4.2.1. International Accounting Framework
4.2.2. Introduction to Accounting Cycles
4.2.3. Company Financial Statements
4.2.4. Financial Statements Analysis: Decision-Making

4.3. Budget and Management Control

4.3.1. Budgetary Planning 
4.3.2. Management Control: Design and Objectives 
4.3.3. Supervision and Reporting 

4.4. Corporate Tax Responsibility

4.4.1. Corporate Tax Responsibility
4.4.2. Tax Procedure: A Case-Country Approach

4.5. Corporate Control Systems

4.5.1. Types of Control 
4.5.2. Regulatory/Normative Compliance  
4.5.3. Internal Auditing 
4.5.4. External Auditing

4.6. Financial Management 

4.6.1. Introduction to Financial Management 
4.6.2. Financial Management and Corporate Strategy   
4.6.3. Chief Financial Officer (CFO): Managerial Skills

4.7. Financial Planning

4.7.1. Business Models and Financing Needs
4.7.2. Financial Analysis Tools
4.7.3. Short-Term Financial Planning
4.7.4. Long-Term Financial Planning

4.8. Corporate Financial Strategy

4.8.1. Corporate Financial Investments
4.8.2. Strategic Growth: Types

4.9. Macroeconomic Context

4.9.1. Macroeconomic Analysis 
4.9.2. Economic Indicators 
4.9.3. Economic Cycle 

4.10. Strategic Financing

4.10.1. Banking: Current Environment 
4.10.2. Risk Analysis and Management

4.11. Money and Capital Markets 

4.11.1. Fixed Income Market 
4.11.2. Equity Market 
4.11.3. Valuation of Companies 

4.12. Analyzing and Solving Cases/Problems

4.12.1. Problem Solving Methodology
4.12.2. Case Method

Module 5. Operations and Logistics Management 

5.1. Operations Management

5.1.1. Define Operations Strategies  
5.1.2. Supply Chain Planning and Control  
5.1.3. Indicator Systems  

5.2. Purchasing Management

5.2.1. Managing Stocks  
5.2.2. Warehouse Management  
5.2.3. Purchasing and Procurement Management 

5.3. Supply Chain Management I

5.3.1. Operations Chain: Costs and Efficiency
5.3.2. Change in Demand Patterns
5.3.3. Change in Operations Strategy

5.4. Supply Chain Management II Implementation

5.4.1. Lean Manufacturing/Lean Thinking
5.4.2. Logistics Management  
5.4.3. Purchasing

5.5. Logistical Processes

5.5.1. Organization and Management by Processes 
5.5.2. Procurement, Production, Distribution  
5.5.3. Quality, Quality Costs and Tools  
5.5.4. After-Sales Service.

5.6. Logistics and Customers 

5.6.1. Demand Analysis and Forecasting
5.6.2. Sales Forecasting and Planning
5.6.3. Collaborative Planning, Forecasting, and Replacement

5.7. International Logistics

5.7.1. Customs, Export and Import processes
5.7.2. Methods and Means of International Payment
5.7.3. International Logistics Platforms

5.8. Competing through Operations 

5.8.1. Innovation in Operations as a Competitive Advantage in the Company 
5.8.2. Emerging Technologies and Sciences 
5.8.3. Information Systems in Operations

Module 6. Information Systems Management 

6.1. Information Systems Management

6.1.1. Business Information Systems
6.1.2. Strategic Decisions
6.1.3. The Role of the CIO

6.2. Information Technology and Business Strategy 

6.2.1. Company and Industry Sector Analysis  
6.2.2. Online Business Models
6.2.3. The Value of IT in a Company

6.3. IS Strategic Planning  

6.3.1. The Process of Strategic Planning  
6.3.2. Formulating IS Strategies  
6.3.3. Strategy Implementation Plan

6.4. Information Systems and Business Intelligence

6.4.1. CRM and Business Intelligence
6.4.2. Business Intelligence Project Management
6.4.3. Business Intelligence Architecture

6.5. New ICT-Based Business Models

6.5.1. Technology-Based Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning Value Chain Processes

6.6. E-Commerce

6.6.1. E-Commerce Strategic Plan
6.6.2. Logistics Management and Customer Service in e-Commerce
6.6.3. E-Commerce as an Opportunity for Internationalization

6.7. E-Business Strategies

6.7.1. Strategies Using Social Media
6.7.2. Optimizing Service Channels and Customer Support
6.7.3. Digital Regulation

6.8. Digital Business

6.8.1. Mobile e-Commerce
6.8.2. Design and Usability
6.8.3. E-Commerce Operations

Module 7. Commercial Management, Marketing, and Corporate Communication 

7.1. Commercial Management 

7.1.1. Sales Management
7.1.2. Commercial Strategy
7.1.3. Sales and Negotiation Techniques
7.1.4. Management of Sales Teams

7.2. Marketing

7.2.1. Marketing and the Impact on the Company 
7.2.2. Basic Marketing Variables 
7.2.3. Marketing Plan 

7.3. Strategic Marketing Management

7.3.1. Sources of Innovation
7.3.2. Current Trends in Marketing 
7.3.3. Marketing Tools 
7.3.4. Marketing Strategy and Communication with Customers 

7.4. Digital Marketing Strategy 

7.4.1. Approach to Digital Marketing  
7.4.2. Digital Marketing Tools   
7.4.3. Inbound Marketing and the Evolution of Digital Marketing

7.5. Sales and Communication Strategy

7.5.1. Positioning and Promotion 
7.5.2. Public Relations  
7.5.3. Sales and Communication Strategy

7.6. Corporate Communication

7.6.1. Internal and External Communication 
7.6.2. Communication Departments 
7.6.3. Communication Managers: Managerial Skills and Responsibilities

7.7. Corporate Communication Strategy

7.7.1. Corporate Communication Strategy   
7.7.2. Communication Plan 
7.7.3. Drafting Press Releases/Clipping/Publicity

Module 7. Commercial Management, Marketing, and Corporate Communication 

7.1. Commercial Management 

7.1.1. Sales Management
7.1.2. Commercial Strategy
7.1.3. Sales and Negotiation Techniques
7.1.4. Management of Sales Teams

7.2. Marketing

7.2.1. Marketing and the Impact on the Company 
7.2.2. Basic Marketing Variables 
7.2.3. Marketing Plan 

7.3. Strategic Marketing Management

7.3.1. Sources of Innovation
7.3.2. Current Trends in Marketing 
7.3.3. Marketing Tools 
7.3.4. Marketing Strategy and Communication with Customers 

7.4. Digital Marketing Strategy 

7.4.1. Approach to Digital Marketing  
7.4.2. Digital Marketing Tools   
7.4.3. Inbound Marketing and the Evolution of Digital Marketing

7.5. Sales and Communication Strategy

7.5.1. Positioning and Promotion 
7.5.2. Public Relations  
7.5.3. Sales and Communication Strategy

7.6. Corporate Communication

7.6.1. Internal and External Communication 
7.6.2. Communication Departments 
7.6.3. Communication Managers: Managerial Skills and Responsibilities

7.7. Corporate Communication Strategy

7.7.1. Corporate Communication Strategy   
7.7.2. Communication Plan 
7.7.3. Drafting Press Releases/Clipping/Publicity

Module 8. Innovation and Project Management

8.1. Innovation

8.1.1. Macro Concept of Innovation 
8.1.2. Types of Innovation 
8.1.3. Continuous and Discontinuous Innovation 
8.1.4. Training and Innovation 

8.2. Innovation Strategy

8.2.1. Innovation and Corporate Strategy 
8.2.2. Global Innovation Project: Design and Management  
8.2.3. Innovation Workshops 

8.3. Business Model Design and Validation

8.3.1. The Methodology Lean Startup 
8.3.2. Innovative Business Initiative: Stages 
8.3.3. Financing Arrangements 
8.3.4. Model Tools: Empathy Map, Canvas Model, and Metrics 
8.3.5. Growth and Loyalty 

8.4. Project Management

8.4.1. Innovation Opportunities  
8.4.2. Feasibility Study and Proposal Specification 
8.4.3. Project Definition and Design
8.4.4. Project Execution 
8.4.5. Project Closure

Module 9. Planning and control of health organizations

9.1. The Process of Strategic Planning

9.1.1. Definition of Planning in Healthcare
9.1.2. Planning Principles in Healthcare
9.1.3. Planning Levels
9.1.4. Stages in the Planning Process
9.1.5. Strategic Planning
9.1.6. Explicit Mission, Vision, and Values
9.1.7. Analysing the Situation
9.1.8. Establishing Strategic Lines, Objectives and Goals Action Plan
9.1.9. Planning and Continuous Quality Improvement
9.1.10. Advantages of Strategic Planning
9.1.11. Limitations of Strategic Planning
9.1.12. Assessment

9.2. Management by Values and Objectives

9.2.1. Management by Values and Objectives
9.2.2. Strategic Lines and Objectives
9.2.3. Monitoring Actions and Ongoing Evaluation
9.2.4. Planning and Management Techniques
9.2.5. Healthcare Management Plans, Programs and Projects
9.2.6. Planning Assessment

9.3. Organizational Theory Applied to Healthcare

9.3.1. Types of Organization
9.3.2. Organizational Behavior
9.3.3. New Organizational Models

9.4. Management and Direction

9.4.1. The Concept of Management
9.4.2. The Managerial Function
9.4.3. Other Theories on the Managerial Function
9.4.4. Collegiate Management Bodies

9.5. Management Control

9.5.1. Definition, Types and Procedures
9.5.2. Audits, Permanent Control and Monitoring

Module 10. Health Systems and Policies

10.1. Health Systems

10.1.1. Main Health System Models
10.1.2. Health System Models: Beveridge
10.1.3. Health System Models: Beveridge

10.2. Healthcare Financing and Provision

10.2.1. Components and Actors in Health Systems
10.2.2. Types of Financing
10.2.3. Financing Health Systems
10.2.4. The Right to Healthcare Basic and Complementary Services Portfolio
10.2.5. Different Provision Models in an NHS
10.2.6. Co-payment and User Financing

10.3. Evolution and Other Aspects of Health Systems

10.3.1. Information Technology as a Driver for the Transformation of Healthcare Systems
10.3.2. Impact of Appropriate ICT-Based Knowledge Management
10.3.3. Public Health Promotion of Health and Heath Education Prevention
10.3.4. Social and Health Coordination or Integration The Concept of a Public Social Health Space

Module 11. The Nursing Department in the Health System

11.1. Nursing Department and Strategic Management

11.1.1. Introduction
11.1.2. Structure and Content of Health System Authorities
11.1.3. Nursing Administration
11.1.4. Nurse Managers
11.1.5. The Concept of Strategic Management in a Nursing Department
11.1.6. Creating High-Performance Teams

11.2. Information Systems in Nursing

11.2.1. Introduction
11.2.2. The Importance of Knowledge Management through ICT in Health Organizations
11.2.3. ICT and Decision-Making Interpretation of Indicators and Scorecards
11.2.4. The Impact of ICT and Information Systems on Clinical Efficiency, Quality and Safety ICT, Communication and Management?
11.2.5. Intranet Nursing Administration A Design

11.3. Continued Service

11.3.1. Introduction
11.3.2. Levels of Care Single or Integrated Management
11.3.3. Continued Service and Continued Care
11.3.4. Care Pathways and Integrated Care Processes
11.3.5. New Nursing Care Roles: Primary Care, Hospital Liaison Manager, and Complex Primary Care Case Manager
11.3.6. Strategies to Improve Continued Service

11.4. Bioethics in Nursing Procedures and Value-Based Management

11.4.1. Introduction and Concepts
11.4.2. Principles of Bioethics
11.4.3. The Role of Nurses in Ethical Decision Making in Interdisciplinary Teams
11.4.4. Ethics Committees in Health Organizations
11.4.5. Values Management

11.5. Managing Nursing Knowledge

11.5.1. Introduction
11.5.2. Knowledge Management in Healthcare Organizations Teaching and Training Committees and Commissions
11.5.3. Undergraduate Teaching in Health Institutions Tutoring
11.5.4. Tools for Knowledge Management in Nursing Administration

11.6. Visibility in Nursing: Blog and Networks

11.6.1. Introduction
11.6.2. The Digital Revolution in Care: Description of New Digital Tools How to Improve Visibility
11.6.3. Experiences on Nursing Networks and Blogs
11.6.4. Concept of Hospital or Liquid Health Organization

Module 12. Clinical and Nursing Care Management

12.1. Normalization of Nursing Language

12.1.1. Introduction
12.1.2. Importance of Standardizing Nursing Languages
12.1.3. Standardized Nursing Terminologies
12.1.4. NANDA International
12.1.5. The Core of Nursing Classifications and Clinical Effectiveness
12.1.6. NANDA Nursing Diagnoses
12.1.7. NOC Results
12.1.8. NIC Interventions
12.1.9. NNN Taxonomy

12.2. Information and Registering Systems in Nursing

12.2.1. Introduction
12.2.2. Control Panels
12.2.3. Electronic Medical Record/Electronic Health Record
12.2.4. Nursing Records
12.2.5. Applying Big Data Healthcare

12.3. Health Results

12.3.1. Introduction
12.3.2. Health Outcome Variables
12.3.3. Measuring Results
12.3.4. Health Outcome Research
12.3.5. Determinants of Nurse Practice-Sensitive Outcomes

12.4. Patient Classification Systems

12.4.1. Introduction
12.4.2. Diagnosis-Related Groups (DRGs)
12.4.3. Patient Classification Systems in Nursing Care

12.5. Evidence-Based Nursing

12.5.1. Introduction
12.5.2. Evidence-Based Nursing
12.5.3. PBE Phases
12.5.4. Measuring PBE
12.5.5. Centers Committed to Excellent Care Project

12.6. Tools for Care Management: Clinical and Procedures Management

12.6.1. Clinical Management
12.6.2. Instruments for Clinical Management

Module 13. People and Talent Management

13.1. Health Professionals

13.1.1. Introduction
13.1.2. Historical Context
13.1.3. General Principles of the Relationship Between Health Professionals and the People They Care For
13.1.4. Types of Professionals
13.1.5. On Training Health Professionals

13.2. Working Hours in Units and Services

13.2.1. Introduction
13.2.2. Shift Work Organization: Types

13.3.    Employability Tools in the Private and Public Sector

Module 14. Management and Economic Assessment

14.1. Bases of Accounting Applied to Economic Health Management

14.1.1. Objectives
14.1.2. What Is Economic-Financial Management?
14.1.3. Balance Sheets
14.1.4. Income Statements
14.1.5. Financial Management

14.2. Efficiency and Sustainability of Health Systems

14.2.1. Introduction
14.2.2. Definitions
14.2.3. Macroeconomic Sustainability
14.2.4. Use in Health Services Supply and Demand
14.2.5. Health System Reports and Sustainability
14.2.6. Measures to Improve Health System Efficiency and Sustainability
14.2.7. Improving Efficiency through Process Management
14.2.8. Summary and Recommendations to Improve Efficiency and Sustainability

14.3. Budget and Purchasing

14.3.1. Budget Concept and Budgetary Principles
14.3.2. Types of Budgets
14.3.3. Budget Structure
14.3.4. Budget Cycle
14.3.5. Purchasing and Procurement Management
14.3.6. Management of Public Service Procurement

14.4. Financing and Payment Models

14.4.1. Objectives
14.4.2. Payment Models and Actors in the Health System
14.4.3. Payment Models to Professionals
14.4.4. Ideal Payment Model
14.4.5. Payment Models and Incentive Models
14.4.6. Assess Incentive Efficacy

14.5. Nursing Contribution to the Evaluation of Medical Products Nursing Managers of Material Resources

14.5.1. Introduction
14.5.2. Why Put a Nurse in Charge of Material Resources?
14.5.3. Material Resources Nurse Profile
14.5.4. Competencies and Scope of Action
14.5.5. Centralized Purchasing
14.5.6. Technical Specification Elaborated by the Technical Commission
14.5.7. System Kanban

14.6. Cost Calculation

14.6.1. Introduction
14.6.2. Financial Assessment Fundamentals
14.6.3. Critiques of the Fundamentals of Welfare Economics
14.6.4. Classification of Accounting According to Purpose
14.6.5. Defining and Classifying Costs
14.6.6. Financial Assessments Used in Healthcare
14.6.7. Cost Centers
14.6.8. Process Cost and Patient Cost

14.7. Management Agreements

14.7.1. Introduction
14.7.2. Strategic Planning as a Starting Point
14.7.3. The Management Agreement or Program Contract
14.7.4. Contents Normally Included in Management Agreements
14.7.5. Management Agreements and Differential Compensation
14.7.6. Limitations and Aspects to Consider in a Management by Objectives System

Module 15. Quality Management

15.1. Quality

15.1.1. Quality Care
15.1.2. Health and Quality Activity Records

Module 16. Competency Management

16.1. Performance Evaluation Competency Management

16.1.1. Definition of Competencies
16.1.2. Performance Assessment Procedure Implementation
16.1.3. Nursing Functions
16.1.4. General and Specific Competencies in Nursing
16.1.5. Feedback from Professions to Improve Performance and Self-Assessment
16.1.6. Training Itinerary Design for Skills Development
16.1.7. Intrinsic and Extrinsic Motivation to Improve Performance Methods
16.1.8. Most Important Principles of Change

16.2. Methods and Techniques

Module 17. Patient Security

17.1. Patient Security

17.1.1. Introduction and Definition: Background and Current Situation
17.1.2. Unambiguous Patient Identification, Tracking and Traceability Systems
17.1.3. Patients at Risk of U.P.P.
17.1.4. Infection Risks Associated to Nursing Care Venous Access Care
17.1.5. Risk of Falling Fall Prevention and Monitoring in Hospitalized Patients

17.2. Nosocomial Infections

17.2.1. Nursing Care in Case of Intrahospital Infections
17.2.2. Hospital Infection Control and Surveillance Programs and Networks
17.2.3. Asepsis, Disinfection and Sterilization

17.3. Prevention

17.3.1. Introduction
17.3.2. Primary and Secondary Prevention Types and Examples
17.3.3. Preventing and Detecting Adverse Events in Preparing and Administering Medication
17.3.4. Programs for Screening: Breast Cancer: Nursing Role and Management
17.3.5. Programs for Screening: Colon Cancer: Nursing Role and Management
17.3.6. Managing a Vaccination Program for Childhood Vaccination Nursing Role
17.3.7. Managing a Vaccination Program Flu Vaccination Nursing Role
17.3.8. FMEA: (Modal Analysis of Failures and Effects) Root Cause Analysis

17.4. Information and Record Systems

17.4.1. Information and Record Systems
17.4.2. Benefits of Registration and Notification Systems
17.4.3. Adverse Event Reporting and Recording Systems
17.4.4. Detection
17.4.5. Notification
17.4.6. Classification

17.5. Secondary and Tertiary Victims

17.5.1. Health Professionals in the Face of Adverse Effects
17.5.2. Recovery Trajectory and Emotional Support
17.5.3. Impact on Corporate Image

Module 18. Quality Accreditation in Healthcare

18.1. Accreditation in Health Care

18.1.1. Introduction
18.1.2. The Role of Accreditation in Quality Management Programs

18.2. Organizations and Criteria

18.2.1. Introduction
18.2.3. Accreditation Models

18.3. Joint Commission International

18.3.1. Introduction
18.3.2. History
18.3.3. Accreditation According to International Principles for Health Care Standards
18.3.4. The Joint International Commission

18.4. EFQM Model

18.4.1. Introduction
18.4.2. Criteria in Models for Excellence
18.4.3. The Reder Logic Scheme
18.4.4. Update of the EFQM Excellence Model 2013

18.5. ISO Accreditation

18.5.1. Introduction
18.5.2. Rules Are Used as a Standard for Certification
18.5.3. Health System Accreditation Status
18.5.4. Accreditation in Perspective: Main Theoretical-Practical Conflicts

Module 19. Managing Special and Hospitalization Services

19.1. Emergency Services Management

19.1.1. Introduction
19.1.2. The Emergency Department Physical Structure, Organization and Channels
19.1.3. Emergency Patient Care Circuits and Triage
19.1.4. Human and Material Resources Calculation
19.1.5. Management of Observation and Short Stays in Emergency Departments
19.1.6. Pre-Entry and Pre-Admission Units
19.1.7. Feasible Improvements: Queue Management and Patient Traceability
19.1.8. Citizen Information in Emergencies
19.1.9. Emergency Planning and Evacuation

19.2. ICU Management

19.2.1. ICU. Physical Structure, Organization and Channels
19.2.2. Human Resource Allocation Standards. ICU Nursing Competencies
19.2.3. Material Resources Technology and Equipment Monitoring
19.2.4. Transplant Management Transplant Patient Care Transplant Team Transplant Coordination
19.2.5. Humanization in ICUs

19.3. Surgical Unit Management

19.3.1. The Surgical Unit Physical Structure, Organization and Circuits Restrictions
19.3.2. Coordination between Operating Rooms Surgical Performance and Operation Indicators Surgical Scheduling Improving Performance
19.3.3. Calculation of Human Resources in a Surgical Department
19.3.4. Material Resource Calculation Operating Room Technology and Maintenance
19.3.5. Safety Management in a Surgical Department Checklists in Surgery Surgical Hand Washing
19.3.6. Asepsis and Sterilization in Operating Rooms Environmental Monitoring of the Operating Room

19.4. Management of Hospitalization Units

19.4.1. Nursing Unit Management Physical Structure, Organization and Circuits
19.4.2. Patient Reception and the Humanization of Inpatient Care
19.4.3. Human Resources in Hospitalization Units
19.4.4. Material Resources: Health Equipment and Technology

19.5. Other Units or Special Services

19.5.1. Hemodialysis Units Physical Structure, Organization and Channels
19.5.2. Hemodynamic Units Physical Structure, Organization and Channels
19.5.3. Stroke Units Physical Structure, Organization and Channels
19.5.4. Pain Management Units Physical Structure, Organization and Channels

Module 20. Managing Central Services

20.1. Management of Central or Auxiliary Services

20.1.1. Introduction
20.1.2. Health Processes
20.1.3. Hospital Services
20.1.4. Central Services
20.1.5. Central Services Components

20.2. Radio Diagnostic Services Management

20.2.1. Introduction
20.2.2. Radio-diagnostic Services
20.2.3. Strategic Analysis
20.2.4. Personnel Calculation
20.2.5. Physical Structure
20.2.6. Radiology Service Processes
20.2.7. Nursing in Radio-diagnostic Services

20.3. Laboratory Management

20.3.1. Introduction
20.3.2. Laboratory Clinic
20.3.3. Laboratory Figures
20.3.4. Care Units
20.3.5. Clinical Laboratory Results
20.3.6. Information Systems
20.3.7. Structure
20.3.8. Professional Development
20.3.9. Administration and Planning
20.3.10. Equipment Management
20.3.11. Functions and Competencies

20.4. Pharmacy Hospital Management

20.4.1. Introduction
20.4.2. Definition of Pharmacy Hospital
20.4.3. Pharmacy Service Processes
20.4.4. Unidose in Hospitals
20.4.5. Storage in Nursing Units

20.5. Hospitality, Complementary and Voluntary Services Management

20.5.1. Introduction
20.5.2. Hospital Food
20.5.3. Linen Service
20.5.4. Hospital Volunteering

Module 21. Management of Transversal and Primary Services

21.1. Primary Healthcare

21.1.1. Definition
21.1.2. Basic Principles in Primary Health Care
21.1.3. Primary Health Care History
21.1.4. Strategy to Progressively Transform the Health System
21.1.5. APS Contents
21.1.6. Basic Welfare Structures The Welfare Center and Primary Care Team Planning, Organization and Operation
21.1.7. PA Resolution Capacity Scientific Evidence of its Capacity Primary Care Operation Indicators
21.1.8. Community Care: Health Programs Promotion of Health and Heath Education

21.2. Primary Care Clinical Management

21.2.1. PA Management Models
21.2.2. Defining Features of QA
21.2.3. Clinical Management Units in Primary Care
21.2.4. Clinical Management Contract or Program Contract
21.2.5. Quality Care and Evidence-Based Practice
21.2.6. Coordination with Specialist Care and Social Services Referral and Continuity of Care
21.2.7. Emergency and Continuous Care PAC Model and Special Emergency Services Model
21.2.8. Home Care

21.3. Chronic Patient Management

21.3.1. Introduction 
21.3.2. Chronic Patient Care Models  
21.3.3. The Role of Nursing in Chronic Care 
21.3.4. Nursing Case Management and Liaison Nursing 
21.3.5. Controlling Chronic Diseases at Home 
21.3.6. Chronicity and Social Health Care

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

21.4.1. Introduction 
21.4.2. Patient Empowerment and Nursing Input 
21.4.3. Peer Support 
21.4.4. Self-Care and Self-Care Support 
21.4.5. Health Education and Self-Management Education 
21.4.6. Self-Management Projects Features 

Module 22. Managing Outpatient Services

22.1. Outpatient Services Management

22.1.1. Introduction
22.1.2. Agencies Involved
22.1.3. External Consultation and Procedures
22.1.4. Patient Care Circuits
22.1.5. First-Second Visit Ratio
22.1.6. Calculating Consultation Delays

22.2. Out-of-Hospital Emergencies Management

22.2.1. Introduction
22.2.2. Evolution Over Time
22.2.3. Emergency Coordination Centers
22.2.4. Human Resources and Skills Team Involved
22.2.5. Health Care Network Devices Coordination
22.2.6. Emergency Quality Indicators
22.2.7. Planning for Disasters Managing Disasters

22.3. Home Care: Models

22.3.1. Introduction
22.3.2. Home Hospitalization Types and Concepts
22.3.3. Criteria for Patient Selection
22.3.4. Calculating and Managing Human and Material Resources
22.3.5. Palliative Care at Home Techniques and Patient Selection
22.3.6. Family Support and Bereavement Management
22.3.7. Managing Primary Caregiver Overload Family Claudication

22.4. Other Outpatient Care Services

22.4.1. Adult, Child and Adolescent Mental Health Units
22.4.2. Addictive Behavior Units
22.4.3. Women's and Reproductive Health Care Units
22.4.4. Telemedicine

Module 23. Leadership Management

23.1. Team Leadership

23.1.1. Theories on the Nature and Origin of Authority
23.1.2. Authority and Power, Types of Power
23.1.3. Leadership: Components and Types
23.1.4. New Leadership Models Situational and Leader Coaches
23.1.5. How to Create a Leader
23.1.6. The Term Staff’

23.2. Motivation

23.2.1. Introduction
23.2.2. Intrinsic and Extrinsic Motivation
23.2.3. Differences between Motivation and Satisfaction: Different Theories

23.3. Delegating

23.3.1. What is Delegating?
23.3.2. Ways of Assessing Delegation: Tasks
23.3.3. Non-Delegable Functions
23.3.4. Attitudes

23.4. Executive Coaching

23.4.1. Introduction
23.4.2. Development

Module 24. Managerial Decision Making

24.1. Decision Making

24.1.1. Deciding as an Organizational Process
24.1.2. Decision Process Phases
24.1.3. Features of any Decision

24.2. The Decision Process

24.2.1. Decision Making
24.2.2. Decision Criteria
24.2.3. Decision Classification
24.2.4. Centralized Decision Process
24.2.5. Limiting Factor Principle Cost Effectiveness and Efficiency in the Decision-making Process
24.2.6. Choosing the Best Solution

24.3. Techniques for Decision Making

24.3.1. Different Techniques
24.3.2. Techniques that Facilitate Decision Making SWOT
24.3.3. Prioritization Techniques

Module 25. Internal Communication in Management

25.1. Communication

25.1.1. Conceptual Approach
25.1.2. Internal Communication in Health Organization Do You Have a Plan?
25.1.3. How to Create Internal Communication Plan
25.1.4. Tools Evolution of the Internal Circulation Note to the Corporate Social Network

25.2. Meetings

25.2.1. Conceptual Approach
25.2.2. Management Meetings and Time Management
25.2.3. Scheduled Team Meeting Architecture A Proposal
25.2.4. Keys to Success in Preparing a Meeting
25.2.5. Meeting Management

25.3. Conflict Management

25.3.1. Conceptual Approach
25.3.2. Labor Disputes
25.3.3. Change: The Main Source of Strife with Management
25.3.4. Conflict Management in Health Teams

Module 26. Creating a Personal Brand

26.1. Public Profile

26.1.1. Introduction
26.1.2. Presenting Ourselves to the World Our Digital Footprint
26.1.3. Digital Reputation Positive References
26.1.4. The Cover Letter in 2.0

26.2. The Interview Process to Apply for a Managerial Position

26.2.1. Introduction
26.2.2. The Interview
26.2.3. Methods for a Successful Interview

Module 27. Communication and Marketing in Health

27.1. Marketing

27.1.1. Objectives
27.1.2. Conceptual Approach
27.1.3. Health Services Marketing

27.2. Communication in Organizations

27.2.1. Objectives
27.2.2. Conceptual Approach
27.2.3. What to Communicate in a Health Organization
27.2.4. ICTs as a Key Communication Tool in Clinical Management

27.3. Health Care Market

27.3.1. Objectives
27.3.2. Conceptual Approach
27.3.3. Agents in the Health Market
27.3.4. Structure in the Health Market
27.3.5. Public Health Market, Sustainability and Care

27.4. Corporate Social Responsibility

27.4.1. Objectives
27.4.2. Conceptual Approach
27.4.3. Basic Principles
27.4.4. Transparency: The Main CSR Challenge for Health Care Organizations
27.4.5. Sensitive Data and Social Alarm: Unjustified?
27.4.6. Results Transparency in the Health System To What Extent?

Module 28. Teaching and Research Management

28.1. Basic Principles of Research Methodology Applied in Health Sciences

28.1.1. Introduction
28.1.2. The Need for Research in Nursing
28.1.3. Stages in the Research Process

28.2. Sources of Information for Research and Sourcing Strategies

28.2.1. Introduction
28.2.2. Clinical Research Questions
28.2.3. Information Sources
28.2.4. Where and How to Search for Information?
28.2.5. Searching
28.2.6. Databases

28.3. Critical Reading of Articles

28.3.1. Introduction
28.3.2. Phases in Critical Reading
28.3.3. Tools for Critical Reading
28.3.4. Main Mistakes

28.4. Epidemiology and Research Study Design and Bias

28.4.1. Introduction
28.4.2. Research Project Design
28.4.3. Types of Studies
28.4.4. Biases

28.5. Communication and Diffusion of Research Findings

28.5.1. Introduction
28.5.2. Research Reports
28.5.3. Choosing a Journal for Publication
28.5.4. Some Style Recommendations

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