Companies are looking for professionals capable of managing their finances and, with that, improving the economic health of the companies. That is why this program will be a bonus for your CV" 

Why Study at TECH?

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

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

At TECH Global University

Innovation

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

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

The Highest Standards

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

95% of TECH students successfully complete their studies.

Networking

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

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

Empowerment

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

500+ collaborative agreements with leading companies.

Talent

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

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

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 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 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.  

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 MBA in Senior Hospitals and Health Services Management is a program of high academic level, composed of a high-quality curriculum that includes the most complete information on business management and hospital management. In this way, students will find, in a single program, all the information necessary to develop successfully in this field, so that they will know, first hand, the most relevant strategies at the business level, but also of health management. Undoubtedly, a complete curriculum that will mark a before and after in your academic preparation. 

A study plan designed with the main purpose of promoting your learning and helping you to achieve success" 

Syllabus

Throughout 3,000 hours of study, the students will analyze a multitude of practical cases through individual work, achieving a contextual learning that they will be able to apply to their daily work. It is, therefore, an authentic immersion in real business situations. 

This MBA in Senior Hospitals and Health Services Management deals in depth with the main areas of the company, and is designed for managers to understand hospital management from a strategic, international and innovative perspective. 

A plan designed for professionals, focused on improving their career and preparing 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 faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way. 

This program takes place over 24 months and is divided into 26 modules:  

Module 1. Leadership, Ethics, and CSR
Module 2. Strategic Direction 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, Marketing, and Corporate Communication 
Module 8. Innovation and Project Management
Module 9. Planning and Control in Health Organizations
Module 10. Health Systems and Policies
Module 11. The Medical and Health Care Division in the Health System
Module 12. Clinical Management
Module 13. Chronicity and Telemedicine Management
Module 14. People and Talent Management
Module 15. Management and Economic Assessment
Module 16. Quality Management
Module 17. Management by Process Lean Healthcare
Module 18. Competency Management
Module 19. Patient Security
Module 20. Quality Accreditation in Healthcare
Module 21. Leadership Management
Module 22. Managerial Decision-Making
Module 23. Internal Communication in Management
Module 24. Creating a Personal Brand
Module 25. Healthcare Marketing and Communication
Module 26. Teaching and Research Management

Where, When and How is it Taught?

TECH offers the possibility of taking this program completely online. Over the 24 months of the program, you will be able to access the contents of this program at any time, which will allow you to self-manage your study time. 

Module 1. Leadership, Ethics, and CSR.

1.1. Globalization and Governance 

1.1.1. Globalization and Trends: Internationalization of Markets
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability

1.2. Leadership

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

1.3. Business Ethics 

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

1.4. Sustainability 

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

1.5. Corporate Social Responsibility 

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

Module 2. Strategic Direction and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organisational analysis
2.1.3. Designing the Organizational Structure

2.2. Corporate Strategy 

2.2.1. Corporate-Level Strategy
2.2.2. Types of Corporate-Level Strategies
2.2.3. Determining the Corporate Strategy
2.2.4. Corporate Strategy and Reputational Image

2.3. Strategic Planning and Strategy Formulation

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

2.4. Strategy Models and Patterns

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

2.5. Strategic Management

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

2.6. Implementing and Executing Strategy

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

2.7. Executive Management

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

2.8. Analyzing and Solving Cases/Problems 

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

Module 3. People and Talent Management

3.1. Organizational Behavior

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

3.2. Strategic People Management

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

3.3. Management and Leadership Development

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

3.4. Change Management

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

3.5. Negotiation and Conflict Management 

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

3.6. Executive Communication

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

3.7. Team Management and People Performance

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

3.8. Knowledge and Talent Management

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

Module 4. Economic and Financial Management

4.1. Economic Environment

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

4.2. Executive Accounting

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

4.3. Budget and Management Control

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

4.4. Corporate Tax Responsibility

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

4.5. Corporate Control Systems

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

4.6. Financial Management 

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

4.7. Financial Planning

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

4.8. Corporate Financial Strategy

4.8.1. Corporate Financial Investments
4.8.2. Strategic Growth: Types

4.9. Macroeconomic Context

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

4.10. Strategic Financing

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

4.11. Money and Capital Markets 

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

4.12. Analyzing and Solving Cases/Problems

4.12.1. Problem Solving Methodology
4.12.2. Case Method

Module 5. Operations and Logistics Management 

5.1. Operations Management

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

5.2. Purchasing Management

5.2.1. Stock Management
5.2.2. Warehouse Management
5.2.3. Purchasing and Procurement Management

5.3. Supply Chain Management (I)

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

5.4. Supply Chain Management (II) Implementation

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

5.5. Logistical Processes

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

5.6. Logistics and Customers 

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

5.7. International Logistics

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

5.8. Competing through Operations 

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

Module 6. Information Systems Management 

6.1. Information Systems Management

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

6.2. Information Technology and Business Strategy 

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

6.3. IS Strategic Planning  

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

6.4. Information Systems and Business Intelligence

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

6.5. New ICT-Based Business Models

6.5.1. Technology-Based Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning the 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. Social Media Strategies
6.7.2. Optimizing Service Channels and Customer Support
6.7.3. Digital Regulation

6.8. Digital Business

6.8.1. Mobile E-Commerce
6.8.2. Design and Usability
6.8.3. 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. Press Release/Clipping/Publicity Writing 

Module 8. Innovation and Project Management

8.1. Innovation

8.1.1. Conceptual Framework for Innovation  
8.1.2. Types of Innovation  
8.1.3. Continuous and Discontinuous Innovation  
8.1.4. Training and Innovation 

8.2. Innovation Strategy

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

8.3. Business Model Design and Validation

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

8.4. Project Management

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

Module 9. Planning and Control in Health Organizations

9.1. The Process of Strategic Planning

9.1.1. Mission, Vision, and Values
9.1.2. The Cycle of Strategic Planning. Strategic Plan and Strategic Lines
9.1.3. Planning and Continuous Quality Improvement. Advantages of Planning
9.1.4. Internal Analysis and Competitive Analysis of the Environment. Benchmarking

9.2. Management by Values and Objectives

9.2.1. Operative Planning. Obtaining Objectives from Strategic Lines of Action
9.2.2. Types of Objectives Goals
9.2.3. Management by Values and Objectives: Management Plans
9.2.4. Assessment of the Strategic and Operational Plan

9.3. Organizational Theory Applied to Healthcare.

9.3.1. Types of Organization
9.3.2. Organizational Behavior Studies
9.3.3. Characteristics of the Public Organization
9.3.4. New Organizational Models. Fluid and Matrix Organizations

9.4. Management and Direction

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

9.5. Future Organization

Module 10. Health Systems and Policies

10.1. Health Systems

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

10.2. Healthcare Financing and Provision

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

10.3. Evolution and Other Aspects of Health Systems

10.3.1. Complexity and Chronicity Care
10.3.2. Information Technology as a Driver for the Transformation of Healthcare Systems
10.3.3. Promotion of Health and Heath Education Prevention
10.3.4. Traditional Public Health and Its Evolution
10.3.5. Health Coordination or Integration. The Concept of a Public Health Space

10.4. Alternatives to the Traditional Management Models

10.4.1. Evaluation of New Management Models. Results and Experience

Module 11. The Medical and Health Care Division in the Health System

11.1. Classic Medical Management vs. Care Management

11.1.1. Structure and Content of Health System Governing Bodies. Current Organization Charts and Future Alternatives
11.1.2. Physicians as Managers: From Board Members to Care Directors and Managers, Including General Management
11.1.3. Preparation and Value Contribution
11.1.4. Medical Division: Critical Areas
11.1.5. Different Organizational Structures within the Medical Division

11.2. Management Information Systems and Electronic Medical Records

11.2.1. Control Panels
11.2.2. Electronic Clinical History
11.2.3. Assisted Prescription Systems
11.2.4. MBDS, ICD
11.2.5. Other Useful Information Systems in Health Management

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

11.3.1. Health Care Continuity in the Care Process. Integrated Healthcare Processes
11.3.2. Moving Towards a Model of Social and Health Care

11.4. Bioethics and Humanization in Medical Practice

11.4.1. Bioethical Principles
11.4.2. Ethics Committees in Health Organizations
11.4.3. Humanization of Healthcare

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

11.5.1. Knowledge Management Tools for Clinical and Healthcare Management
11.5.2. Medical and Healthcare Management: Relations with the Nursing Division

11.6. Public Health, Promotion of Health and Health Education for Welfare Directorates

11.6.1. Public Health Concept and Scope
11.6.2. Promotion of Health and Heath Education
11.6.3. Types of Prevention Program

Module 12. Purchasing and Procurement Function

12.1. Clinical Management

12.1.1. Different Definitions and Visions of Clinical Management
12.1.2. Different Decrees and Regulations on Clinical Management
12.1.3. Levels of Autonomy

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

12.2.1. Types and Classification of Scientific Evidence
12.2.2. Protocols, Clinical Practice Guidelines, Clinical Pathways: Differences
12.2.3. Grade and Care Routes

12.3. Patient Classification Systems

12.3.1. Patient Classification Systems
12.3.2. Patient Dependency Analysis. Dependency Scales and Classification
12.3.3. Calculation of Staffing/Cash Flow Based on Patient Classification. Workload Distribution

12.4. Models and Clinical Management Units

12.4.1. Types of Clinical Management Units
12.4.2. Mixed Primary and Specialized Care Units
12.4.3. Interservice Units
12.4.4. Inter-hospital Units

12.5. Prudent Drug Prescription. Electronic Prescription

12.5.1. Prudent Prescribing: Choosing Wisely
12.5.2. “Non-action” Strategies

12.6. Prescription Complementary Tests

12.6.1. Prudent Prescribing vs. Defensive Medicine
12.6.2. Prescription Audits and Prescription Monitoring: Results

Module 13. Chronicity and Telemedicine Management

13.1. Complex and Chronic Patient Management

13.1.1. Chronic Care Model and Population Stratification: Kaiser Permanente (Life-Changing Healthcare)
13.1.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home
13.1.3. Chronicity and Public Health Care

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

13.2.1. Active Patient Model. Stanford University
13.2.2. Self-care Education Program. International and Spanish Experiences
13.2.3. Patient Schools
13.2.4. Patient Empowerment and Nursing Input

13.3. Telemedicine

13.3.1. Services Currently in Place and Future Perspectives

Module 14. People and Talent Management

14.1. Employability Tools in the Private and Public Sector

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

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

14.2.1. Welcome, Mentoring and Farewell Plans
14.2.2. Talent Detection and Development
14.2.3. Institutional and Social Climate: Measurement and Improvement

14.3. Staffing and Performance Calculations
14.4. Visibility in Clinical and Healthcare Management: Blog and Networks

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

14.5. Health Professionals and Types of Relationships

Module 15. Socio-Ecological Impact 

15.1. Cost Calculation

15.1.1. Weighting and Calculation of Health Costs

15.1.1.1. Cost/Benefit
15.1.1.2. Cost/Utility
15.1.1.3. Cost/Productivity

15.2. Accounting Basis 
15.3. Budget and Purchasing 
15.4. Efficiency and Sustainability of Health Systems

15.4.1. Financial Situation of the Public Health System, Sustainability Crisis
15.4.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits
15.4.3. Expenditure Control in the Public Health System

15.5. Funding Models

15.5.1. Financing Based on Historical Budget and Activity
15.5.2. Capitation Funding
15.5.3. Financing by DRGs and Processes, Payment per Procedure
15.5.4. Incentives to Professionals Based on Funding

15.6. Clinical and Economic Management Agreements and Contracts

15.6.1. Management Agreements. Definition and Models
15.6.2. Development and Assessment of a Management Agreement

Module 16. Quality Management

16.1. Quality in Health Care

16.1.1. Definitions of Quality and of the Historical Development of the Concept. Quality Dimensions
16.1.2. Quality Assessment and Improvement Cycle
16.1.3. EFQM Quality Improvement Model. Implementation.
16.1.4. ISO standards and External Quality Accreditation Models

16.2. Quality of Healthcare Programs 

16.2.1. Quality Circles
16.2.2. Continuous Quality Improvement Strategies
16.2.3. LEAN

Module 17. Management by Process Lean Healthcare

17.1. Management of "What": Process Management and Management by Processes 
17.2. The Management of "How" 
17.3. Process Improvement 

Module 18. Competency Management

18.1. Performance Evaluation. Competency Management

18.1.1. Definition of Competencies
18.1.2. Performance Assessment Procedure. Implementation
18.1.3. Feedback from Professions for Improving their Performance and Self-evaluation
18.1.4. Training Itinerary Design for Skills Development

18.2. Methods and Techniques

18.2.1. The Assessment Interview. Instructions for the Assessor
18.2.2. Main Common Errors and Impediments in Assessment
18.2.3. Motivational Interview
18.2.4. Miller’s Pyramid

Module 19. Patient Security

19.1. Patient Safety. Evolution Over Time

19.1.1. Introduction and Definition. Background and Current Situation
19.1.2. Basic Studies on Patient Safety

19.2. Nosocomial Infections 

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

19.3. Prevention 

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

19.4. Information and Record Systems 

19.4.1. Adverse Event Reporting and Recording Systems

19.5. Secondary and Tertiary Victims

19.5.1. Health Professionals in the Face of Adverse Effects
19.5.2. Recovery Trajectory and Emotional Support
19.5.3. Impact on Corporate Image

Module 20. Quality Accreditation in Healthcare

20.1. Accreditation in Health Care

20.1.1. Specific Features of Health Services Accreditation
20.1.2. The Value of Being Accredited. How the Organization and Patients Benefit
20.1.3. Health Accreditation in Clinical Services

20.2. Joint Commission International

20.2.1.  Criteria and Process Phases

20.3. EFQM Model

20.3.1. The Concept of Self-assessment
20.3.2. Improvement Plans
20.3.3. An Example of EFQM Model Implementation in a Hospital and in an Area of Health Care

20.4. ISO Accreditation. 

20.4.1. Definition and General Criteria
20.4.2. ISO 9001
20.4.3. ISO 14001
20.4.4. Other Types of ISO Relevant to the Health Sector

Module 21. Leadership Management

21.1. Team Leadership

21.1.1. Theories on the Nature and Origin of Authority: Traditional or Institutional Conceptions. Functional Conception. Behavioral Conception. Integrative Conception
21.1.2. Authority and Power, Types of Power
21.1.3. Leadership; Components of Leadership and Types
21.1.4. How to Make a Leader?
21.1.5. New Leadership Models. Situational and Leader Coaches
21.1.6. The Term ‘Staff’, Functional Hierarchical Scheme, Different Types of Staff, Line and Staff Concepts; Theories, Influence of Cultures on Leadership

21.2. Motivation 

21.2.1. Motivating Agents. Intrinsic and Extrinsic Motivation
21.2.2. Differences between Motivation and Satisfaction: Different Theories
21.2.3. Available Evidence on How to Motivate Professionals

21.3. Delegation

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

21.4. Executive Coaching 

21.4.1. Coaching Types of Coaching
21.4.2. Organizational Benefits and Applications to the Health Sector. Examples

Module 22. Purchasing and Procurement Function

22.1. Decision-Making 
22.2. The Decision Process 

22.2.1. Centralized Decision-Making Process, Individual Decision-Making Process, Group Decision Making Process
22.2.2. Limiting Factor Principle. Cost Effectiveness and Efficiency in the Decision-making Process
22.2.3. Choosing the Best Solution. Prioritization. Decision Tree

22.3. Time, Stress and Happiness Management 

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

Module 23. Internal Communication in Management

23.1. Communication

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

23.2. Meetings

23.2.1. Techniques for Holding Profitable Meetings. Preparation for Meetings and Types of Meetings. Participant Selection
23.2.2. Healthcare and Technical Committees and Commissions in Hospitals, Centers and Areas of Health Care
23.2.3. Negotiation. Types of Strategies. Assertiveness. WiN WiN Strategy

23.3. Conflict Management

23.3.1. Possible Conflicts in Health Organizations Preventive Strategies
23.3.2. Conflict Management. Mediation

Module 24. Creating a Personal Brand

24.1. Public Profile 

24.1.1. Presenting Ourselves to the World. Our Digital Footprint
24.1.2. Professional Profile on Professional Social Networks
24.1.3. Digital Reputation. Positive References
24.1.4. Cover Letter

24.2. The Interview Process to Apply for a Managerial Position

24.2.1. How to Face an Interview?
24.2.2. Body Language During an Interview. Kinesics

Module 25. Healthcare Marketing and Communication

25.1. Marketing and Social Media 

25.1.1. Definition of the Term. Dimensions of Marketing. Marketing Mission and Cycles. Marketing Tools
25.1.2. Patient, Client, User? Marketing Aimed at Public Health Care Users
25.1.3. External Marketing Planning in a Private Center
25.1.4. The Internal Client. Marketing and Internal Communication Plans in Health Institutions
25.1.5. Management of Institutional Presence on Social Networks. Facebook
25.1.6. Use of Twitter by the Organization
25.1.7. The Use of Twitter by the Organization and on a Professional Level
25.1.8. Use of Other Networks: Instagram, Tumblr

25.2. Communication in Organizations 

25.2.1. Communication Systems in Organizations. Intranet/Internet
25.2.2. Communication Specific to Welfare Institutions. Hospitals
25.2.3. Welfare Awards. Presentation of Nominations
25.2.4. rganization of Conferences, Congresses and Other Educational Events
25.2.5. National Communication Management: Healthcare Press
25.2.6. External Conflicts. Information Crises Due to Bad News and How it is Managed

25.3. Relations with Social Agents, Users and Suppliers

25.3.1. Communication with Citizens, and with Patient and Consumer- User Associations
25.3.2. Communication with Political Leaders, Owners-Shareholders, and Suppliers
25.3.3. Collaboration with the Pharmaceutical Industry
25.3.4. Internationalization of the Health Sector. Health Tourism

25.4. Corporate Social Responsibility. Good Healthcare Governance

25.4.1. CSR in the Welfare Sector. CSR Strategic Plans in Organizations. Good Healthcare Governance: Transparency on the Part of Public and Private Companies
25.4.2. Environmental Management and Energy Efficiency in Healthcare Institutions
25.4.3. Development Cooperation through Health Institutions
25.4.4. Networking. Strategic Partnerships
25.4.5. The Patient Portal. Health Promotion and Disease Prevention Through the Internet

Module 26. Teaching and Research Management

26.1. Research Methodology: Epidemiology and Research Study Designs and Biases 
26.2. Sources of Information for Research and Sourcing Strategies
26.3. Critical Reading of Articles
26.4. Research Projects: Financial Resources. Product and Patents Development 
26.5. Communication and Dissemination of Research Findings

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