Delve into the most outstanding advances in the area of HR in the Masterclasses given by a prestigious International Guest Director"

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 syllabus of this MBA has been designed and created by a team of experts in the field to respond, in a specific way, to the needs of Human Resources professionals. This compendium of contents has also been designed with a perspective focused on applied learning, allowing the professional to intervene successfully through a broad vision connected to the real environment of the profession. Thus, this program will become the student's main asset when it comes to successfully entering a labor market that increasingly demands more and more professionals specialized in the field.

A complete program created to offer an effective and fast learning process that is compatible with personal and professional life”

Syllabus

This intensive program at TECH Global University prepares you to face challenges and business decisions in the field of Personnel Recruitment. The content is designed to promote the development of professional competencies that allow for more rigorous decision making in uncertain environments.

Throughout 2,700 hours of study, students will analyze a multitude of practical cases through individual work, achieving a contextual learning that allows them to perfectly understand possible situations they will face in their daily practice. It is, therefore, an authentic immersion in real business situations.

This MBA deals in depth with the selection of people and labor diversity from a strategic, international and innovative perspective.

A plan designed and focused on professional improvement, and that prepares to achieve excellence. A program that understands the needs of the professional and those of the company through innovative content based on the latest trends and supported by the best educational methodology and an exceptional faculty that will provide competencies to solve critical situations in a creative and efficient way.

This program takes place over 12 months and is divided into 14 modules:

Module 1. Psychology of Work and Organizations
Module 2. Social Security
Module 3. Personnel Administration
Module 4. Management and Management of In-Company Training
Module 5. Strategic Management of Equality and Diversity in HR Manager
Module 6. Personnel Recruitment I: Quantitative and Qualitative Methodologies
Module 7. Personnel Recruitment II: Digital Era
Module 8. Performance Management and Compensation Policy
Module 9. Management of Labor Intermediation Policies
Module 10. Personal Productivity and Project Management 
Module 11. Leadership, Ethics and Social Responsibility in Companies
Module 12. Economic and Financial Management
Module 13. Commercial Management and Strategic Marketing
Module 14. Executive Management

Where, When and How is it Taught?

TECH offers the possibility of developing this Professional master’s degree in MBA in Personnel Recruitment Management completely online. Throughout the 12 months of the educational program, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time.

Module 1. Psychology of Work and Organizations

1.1. Approach to Work and Organizational Psychology

1.1.1. Definition and Historical Conceptualization
1.1.2. Application of Work and Organizational Psychology
1.1.3. Psychological Pictures in the Workplace

1.2. Organizational Structure

1.2.1. Organizational Structure: The Organizational Chart
1.2.2. Group Structure: Types of Business Groups
1.2.3. Information Processing and Exchange in the Organization

1.3. Organizational Climate

1.3.1. Concept of Organizational Climate
1.3.2. The Importance of Establishing an Organizational Culture in the Company and Its Impact on the Worker
1.3.3. Organizational Climate Assessment

1.4. The Positive and Creative Context in Organizations

1.4.1. Introduction to the Positive Context
1.4.2. Handling Turbulent Contexts and Dispensers
1.4.3. Mediation Actions
1.4.4. Organizational Change

1.5. Social Psychology of Conflict and Negotiation 

1.5.1. Social Conflict (The Human Group and Its Cognitive Components in a Group)
1.5.2. The Human Group: Collective Processes
1.5.3. Conflict Stimulation

1.6. Psychosocial Foundations of Human Behavior

1.6.1. Psychological Foundations of Human Behavior
1.6.2. Values
1.6.3. Perception 
1.6.4. Learning
1.6.5. Commitment

1.7. Career Counseling

1.7.1. Contextualization of Guidance in the World of Work
1.7.2. Career Guidance in Lifelong Work-Based Learning: Skills
1.7.3. Digital Transformation in Career Guidance 
1.7.4. International Organizations in Vocational and Career Guidance

1.8. Leadership, Change, Innovation and Development

1.8.1. Introduction and Definition of Leadership
1.8.2. Leadership Typologies
1.8.3. Leadership Skills Focused on Change and Innovation

1.9. Personality, Attitudes and Values in the Work Environment

1.9.1. Conceptualization of Personality
1.9.2. Personality Theories
1.9.3. Relationship between Attitudes and Personality
1.9.4. Personality and Work Environment

1.10. Motivation and Job Satisfaction

1.10.1. Motivation: Types (Extrinsic and Intrinsic)
1.10.2. Motivation and Personality
1.10.3. Job Satisfaction and Fulfillment

Module 2. Social Security

2.1. The Constitutional Model of Social Protection. The Social Security System

2.1.1. The Constitutional Model of Social Protection

2.1.1.1. Measures for the Protection of Social Needs
2.1.1.2. Social Security 
2.1.1.3. The Declarations of the Spanish Constitution of 1978 on Social Protection

2.1.2. The Social Security System

2.1.2.1. Evolution of the Social Security in Spain 
2.1.2.2. System Composition
2.1.2.3. Protective Action: Social Security Benefits

2.1.3. Economic and Financial Regime of Social Security 
2.1.4. Social Security Management

2.2. Persons and Contingencies Protected 

2.2.1. Field of Application of the System
2.2.2. Scope of Application of the General Regime
2.2.3. Entrepreneur Registration
2.2.4. Employee Affiliation

2.2.4.1. Employee Terminations and Cancellations
2.2.4.2. Discharge Classes
2.2.4.3. The Special Agreement as a Situation Assimilated to Registration
2.2.4.4. Effects of Registration, Cancellation and Communication of Employee Data

2.2.5. Effects of Improper Acts

2.3. Persons and Contingencies Protected II

2.3.1. Protected Situations
2.3.2. Occupational Accidents and Occupational Diseases
2.3.3. The Protective Action of the Social Security System
2.3.4. General Requirements for Entitlement to Contributory Benefits
2.3.5. Liability for Benefits
2.3.6. Automated Performance

2.4. Management and Financing (Part I)

2.4.1. Social Security Management

2.4.1.1. Management Entities

2.4.2. Common Services
2.4.3. Collaboration in Management

2.5. Management and Financing (Part II)

2.5.1. Economic and Financial Regime of Social Security
2.5.2. General Social Security Resources 
2.5.3. Social Security Contributions

2.5.3.1. Contribution Bases and Rates

2.5.4. Collections

2.6. Financial Benefits: Allowances and Pensions I

2.6.1. Introduction
2.6.2. Temporary Disability
2.6.3. Maternity
2.6.4. Parenting
2.6.5. Risk during Pregnancy and Breastfeeding
2.6.6. Care of Children Affected by Cancer or Other Serious Illness
2.6.7. Unemployment

2.7. Financial Benefits: Allowances and Pensions II

2.7.1. Introduction 
2.7.2. Contributory Benefits

2.7.2.1. Permanent Disability
2.7.2.2. Retirement
2.7.2.3. Death and Survival

2.7.3. Non-contributory Benefits

2.7.3.1. Disability
2.7.3.2. Retirement

2.7.4. Family Benefits

2.8. The Health System. Portfolio of Services and Medicines

2.8.1. The Health System and Social Security 
2.8.2. Evolution of the Right to Health Protection
2.8.3. National Health System
2.8.4. Common Portfolio of Services of the National Health System
2.8.5. State and Autonomous Community Competencies in Health Care
2.8.6. Medicines and Pharmaceutical Benefits
2.8.7. Insureds and Beneficiaries of the Right to Health Care
2.8.8. Benefit Management

2.9. The Social Assistance System

2.9.1. Delimitation of the Concept. Social Assistance
2.9.2. Internal Social Security Social Assistance 
2.9.3. Social Assistance Outside the Social Security System
2.9.4. Social Services
2.9.5. The System for Autonomy and Dependency Care

2.10. Pension Plans and Funds. Mutual Benefit Societies.

2.10.1. Introduction
2.10.2. Voluntary Improvements
2.10.3. Mutual Benefit Societies. Pension Plans and Funds

Module 3. Personnel Administration

3.1. Introduction to Personnel  Management

3.1.1. Human Resources in the Company
3.1.2. Personnel Administration Management in Human Resources 

3.2. Recruitment Modalities

3.2.1. The Work Contract
3.2.2. Types of Contracts 
3.2.3. Types of Contract Termination

3.3. The Payroll Receipt (I)

3.3.1. Salary 
3.3.2. Salary Payments
3.3.3. Extra Salary Payments 

3.4. The Payroll Receipt (II): Calculation

3.4.1. Payroll Structure
3.4.2. Contribution Bases 
3.4.3. Payroll Accounting

3.5. The Payroll Receipt (III): Deductions

3.5.1. Deductions
3.5.2. Taxes
3.5.3. Social Sustainability
3.5.4. Other Deduction Types

3.6. Working Hours, Vacations and and Leave

3.6.1. Workday
3.6.2. Vacations
3.6.3. Work Permits
3.6.4. Disabilities 

3.7. Taxes

3.7.1. The Tax System
3.7.2. Tax Obligations of Employees
3.7.3. Employer's Tax Obligations

3.8. Technological Tools for Payroll Processing 

3.8.1. The ERP Concept
3.8.2. Importance in Payroll Management
3.8.3. Most Common Programs 

3.9. Compensation and Benefits

3.9.1. Compensation and Benefits Administration
3.9.2. Benefits in Excess of the Law
3.9.3. Emotional Salary
3.9.4. Home Office 

3.10. Equal Opportunity in Personnel Administration

3.10.1. Equal Opportunity as Part of Organizational Culture
3.10.2. Gender Equity
3.10.3. Social Responsibility

Module 4. Management and Management of In-Company Training

4.1. In-Company Training

4.1.1. Training Concept, Objectives and Actors
4.1.2. Training as an Element of Business Strategy

4.2. Training Planning

4.2.1. Element of Training Planning
4.2.2. Budget Management

4.3. Assessment of Training Needs

4.3.1. Detection of DNC Training Needs
4.3.2. Techniques and Data Collection
4.3.3. Analysis and Valuation

4.4. Training Methods 

4.4.1. In-Office Training
4.4.2. Out-of-Office Training
4.4.3. Training in Digital Environments: E-Learning
4.4.4. Blended Training

4.5. Design and Programming of Training Activities

4.5.1. Concept of Design and Programming of Training Activities
4.5.2. Definition of the Objective and Contents of the Training Activities
4.5.3. Methodology of Teaching in Training Activities

4.6. The Dual Education System

4.6.1. Origin of Dual Training and Countries of Reference
4.6.2. Labor Aspects of the Dual Training Context
4.6.3. Educational Aspects of the Dual Training Context
4.6.4. Perspectives and Evolution of Dual Training

4.7. Legal Framework for Training

4.7.1. Art. 123
4.7.2. Federal Labor Law
4.7.3. Collective Bargaining Agreements 

4.8. The Cost of Training in the Organization

4.8.1. Direct Training Costs
4.8.2. Indirect Training Costs

4.9. The Economic Impact of Proper Training in the Company
4.10. In-House Training Inspections and Audits

4.10.1. Government Inspections
4.10.2. External Audits
4.10.3. Risks in Case of Non-Compliance

4.11. Highly Specialized Training

4.11.1. High-Risk Positions
4.11.2. Special Training Programs

Module 5. Strategic Management of Equality and Diversity in HR Manager

5.1. Government Employment Programs and Policies

5.1.1. Knowledge of Current Governmental Employment Policies
5.1.2. Employment Subsidy Programs
5.1.3. Government as a Provider of Employment

5.2. Poverty and Social Exclusion Policies

5.2.1. Conceptualization of Poverty in Socio-Economic Terms
5.2.2. Legal and Social Contextualization
5.2.3. Poverty and Social Inclusion in Employment Policies

5.3. Social Groups and Employment Difficulties

5.3.1. Identification of Social Groups
5.3.2. Exclusionary Labor Practices
5.3.3. Programs and Laws Protecting Social Groups 

5.4. Disability in the Work Environment

5.4.1. Conceptualization of Disability 
5.4.2. Inclusion Programs in the Company
5.4.3. Government Incentives

5.5. Youth and First Job Programs

5.5.1. Policies for Interns and Trainees in the Company
5.5.2. Government Programs
5.5.3. Challenges of Youth Employment in the Context of Digital Transformation

5.6. Pensions and Retirement 

5.6.1. Corresponding Laws
5.6.2. Pension or Retirement Eligibility

5.7. Women and Work I: Gender Violence

5.7.1. Contextualization of Gender Violence
5.7.2. Business Programs Against Gender Violence
5.7.3. Promoting Employment Among Women Victims of Gender-Based Violence

5.8. Women and Work II: Discrimination and Marginalization in Employment 

5.8.1. Women in the Labor Context Throughout History
5.8.2. Employment Discrimination
5.8.3. Productive Sectors with Greater Employability for Women

5.9. Immigration and Labor

5.9.1. Types of Immigrants
5.9.2. Work Permits
5.9.3. Government Participation in the Promotion of Legal Migration

5.10. International Personnel Administration

5.10.1. Global Companies
5.10.2. Immigrants and Expatriates
5.10.3. Fostering a Global Corporate Culture

Module 6. Personnel Recruitment I: Quantitative and Qualitative Methodologies

6.1. Introduction to Personnel Management

6.1.1. Personnel Recruitment
6.1.2. Stages of Personnel Recruitment

6.2. Recruitment: Techniques

6.2.1. Internal Recruitment Sources
6.2.2. External Recruitment Sources
6.2.3. Digital Recruitment: E-Recruitment

6.3. Quantitative Personnel Recruitment Tests

6.3.1. Psychometrics
6.3.2. Psychometric Tests
6.3.3. Skills or Knowledge Tests

6.4. Psychological Tests in the Work Environment

6.4.1. Intelligence Test
6.4.2. The Personality Test
6.4.3. Test of Specific Competences

6.5. Qualitative Personnel Recruitment Tests

6.5.1. Role Play
6.5.2. Assessment Center
6.5.3. Group Dynamics

6.6. Assessment of the Effectiveness and Efficiency of Recruitment Processes

6.6.1. Methods of Quantitative Assessment of Recruitment Processes
6.6.2. Methods for Qualitative Assessment of Recruitment Processes 

6.7. Onboarding 

6.7.1. Welcoming Protocols
6.7.2. Induction
6.7.3. Organizational Culture Attachment Strategy
6.7.4. Adjustment Interview 

6.8. Incorporation of Equal Opportunities in the Quantitative and Qualitative Selection Processes 

6.8.1. Equal Opportunities in Organizations
6.8.2. Protocols for Incorporating Equal Opportunity in the Selection and Promotion Processes

6.9. Internal Promotion Processes

6.9.1. Life and Career Plan
6.9.2. Replacement Letters
6.9.3. Promotion Processes

6.10. Employer Branding

6.10.1. Employer Branding and its Importance
6.10.2. Online Corporate Branding Tools (Website, Social networks, Blogs)
6.10.3. Offline Corporate Branding Tools: Job Fairs, Media Impact.

Module 7. Personnel Recruitment II: Digital Era

7.1. Job Skills in the Digital Era

7.1.1. Concept of Competence
7.1.2. Skills and Careers of the Future in the Fourth Industrial Revolution
7.1.3. National and International Frameworks of Professional Skills

7.2. Introduction to the 2.0 Environment and Selection

7.2.1. Advantages of the 2.0 Environment in Recruitment and Selection 
7.2.2. Main Means to Carry Out Online Recruitment Processes

7.3. Analysis of Professional Skills in the Business Environment

7.3.1. Identification of Skills Needed for Jobs
7.3.2. Elaboration of the Dictionary of Skills

7.4. Personnel Recruitment by Professional Skills

7.4.1. Skill-Based Recruitment Interview
7.4.2. STAR Methodology
7.4.3. Assessment Center
7.4.4. Assessment of the Skill-Based Recruitment Process

7.5. E-Recruitment, Nethunting and Employer Branding

7.5.1. Social Reputation andEmployer Branding
7.5.2. Social Media Recruiting
7.5.3. Inbound Recruitment
7.5.4. Mobile Recruitment
7.5.5. The New E-Recruitment Professionals: The Nethunters

7.6. Skill-Based Recruitment Processes in Digital Environments

7.6.1. Big Data Analysis in the Identification of Professional Skills
7.6.2. Algorithms in Personnel Recruitment (Job Portals 2.0)
7.6.3. Gamification Tests
7.6.4. Networking and Personal Branding

7.7. Headhunting and the Recruitment of Digital Human Talent

7.7.1. Headhunting
7.7.2. Job Mapping
7.7.3. Online Talent Management
7.7.4. International Recruitment 

7.8. Intranet as a Communication and Selection Tool

7.8.1. Intranet: Operation, Concepts and Definitions
7.8.2. Operation of an Intranet
7.8.3. Types of Intranet
7.8.4. Intranet Implementation in HR Manager

7.9. Development of Digital Competencies

7.9.1. Detection of Transversal Digital Skills
7.9.2. Digital Skills Training in the Business Environment

7.10. Digital Culture and Workers' Inherent Digital Rights

7.10.1. Society 3.0
7.10.2. Cybersecurity and Personal Data Protection

Module 8. Performance Management and Compensation Policy

8.1. Introduction to Performance Management and Management by Objectives

8.1.1. The Impact of the Digital Era on Professional Performance
8.1.2. Digital Transformation in Companies
8.1.3. New Human Resources Policies in the Digital Era
8.1.4. New Work Environments
8.1.5. Performance Assessment: What Is It and What Is It for?
8.1.6. Performance Evaluation Models

8.2. The Performance Management Cycle

8.2.1. New Work Environments
8.2.2. Phases of the Performance Management Cycle
8.2.3. Models in Work Systems

8.3. Performance Planning

8.3.1. Initial Design of the Performance Evaluation: Company Analysis
8.3.2. Setting Individual and Group Objectives
8.3.3. Performance Metrics
8.3.4. Competency-based Evaluation Systems

8.4. Performance Monitoring

8.4.1. Management of the Corporate Talent Map
8.4.2. Individual and Group Action Plan Follow-up Mechanisms: Observation, Coaching and Feedback Techniques.
8.4.3. Recognition Plans

8.5. Performance Evaluation

8.5.1. Key Points in Performance Appraisal: Objectives, Competencies and Project/Team
8.5.2. Definition of Evaluation Scales and Parameters of Excellence
8.5.3. The Application of the Evaluation

8.6. Underperformance Management

8.6.1. Observation Techniques 
8.6.2. Incentive Motivation and Coaching Methodologies
8.6.3. Recovery Plan

8.7. Remuneration Policy

8.7.1. Regulation of Work and Remuneration 
8.7.2. Establishment of the General Compensation System
8.7.3. Variable Remuneration
8.7.4. Control Systems 

8.8. Legal and Labor Aspects of Remuneration

8.8.1. Legal Framework
8.8.2. Application

8.9. Annual Planning of Performance Plans

8.9.1. Design and Development of an Annual Performance Plan
8.9.2. Analysis of Results

8.10. Additional Compensation Aspects

8.10.1. Pension Plans
8.10.2. Other Special Situations

Module 9. Management of Labor Intermediation Policies

9.1. Employment Intermediation in the Common Portfolio of the National Employment System Services 

9.1.1. Labor Intermediation
9.1.2. The New Role of Public Employment Services
9.1.3. Discrimination in Access to Employment

9.2. Labor Intermediation

9.2.1. Conceptualization of Intermediation: Basic Principles
9.2.2. Labor Intermediation and Professional Orientation
9.2.3.Employment Intermediation Within Active Employment Policies in Public Services 
9.2.4. Collaborating Agents in the Outsourcing of Intermediation: Recruitment Agencies and Temporary Employment Agencies.

9.3. Job Prospecting I

9.3.1. Statistical Data on the Business Fabric
9.3.2. Sources of Labor Market Information
9.3.3. Current Labor Market Indicators
9.3.4. Employment Opportunities

9.4. Job Prospecting II

9.4.1. Diagnosis and Analysis of the Labor Market
9.4.2. Searching and its Phases: Approaching the Company and Recruiting Plan
9.4.3. Loyalty and Evaluation of the Relationship with Companies
9.4.4. Management of the Employment Demand and Accompaniment to the Company

9.5. Recruitment Activities

9.5.1. Conceptualization of Recruitment: Typologies
9.5.2. Recruitment Procedures in the Digital Era: E-Recruitment
9.5.3. Recruitment in the Collaborating Placement Agencies 

9.6. Personalized Itineraries of Orientation and Labor Market Insertion

9.6.1. Basic Aspects and Elements that Include it
9.6.2. Elaboration of Personalized Itineraries of Orientation and Labor Market Insertion
9.6.3. Special Considerations for Groups with Labor Market Insertion Difficulties

9.7. The Sanctioning Regime for Brokerage Activities

9.7.1. Lack of Penalties for the Recruitment of Irregular Labor Orientation and Placement
9.7.2. The Sanctioning Regime for Training

9.8. Illegal Subcontracting: Regulatory Framework

9.8.1. Successive Reforms of the Concept and the Current Identification of Illegal Assignment
9.8.2. Illegal Intercompany Transfers
9.8.3. Consequences of Unlawful Assignment

9.9. Public-Private Collaboration in Labor Intermediation

9.9.1. European Public-Private Partnership Models
9.9.2. The Public-Private Partnership Framework Agreement after the Labor Reform
9.9.3. The Convergence of Educational Obligations with the Public Employment Services

9.10. Challenges of Labor Intermediation Policies in the Digital Era

9.10.1. Labor Intermediation in Telematic Employment Agencies
9.10.2. Labor Mobility and Globalization in Employment Policies
9.10.3. Job Search in the Digital Era

Module 10. Personal Productivity and Project Management 

10.1. Time Management

10.1.1. Use of Time
10.1.2. Time Planning: Time Thieves
10.1.3. Development of Operational Plans and Management Control 
10.1.4. New Technologies at the Disposal of Time: Outlook, Microsoft Project

10.2. Personal Energy Management

10.2.1. Personal Competencies and Management Skills
10.2.2. Interpersonal Skills
10.2.3. Conflict Resolution

10.3. Personal Stress Management Strategies

10.3.1. Stress: Basic Concepts and Its Role in Survival
10.3.2. Eustress and Distress
10.3.3. Stress Management Strategies: Cognitive, Behavioral and Emotional

10.4. Project Planning and Control

10.4.1. Scope Management
10.4.2. Project Schedule Management
10.4.3. Project Cost Management

10.5. Project Quality Management

10.5.1. Planning, Quality Assurance and Quality Control: Applicable Regulations
10.5.2. Project Risk Management and Technical Tools for Project Risk Management

10.6. People Management

10.6.1. Leadership Management and Team Management in Human Resources
10.6.2. Corporate Responsibility and Ethics of the Project Manager 

10.7. Legal Aspects of Project Management

10.7.1. Recruitment Management 
10.7.2. Procurement Planning (The Purchasing Cycle)
10.7.3. Contract Administration and Procurement

10.8. Project Financing 

10.8.1. Economic-Financial and Risk Analysis 
10.8.2. Financing Mechanisms 
10.8.3. Program Financial Management (Budget, Program Control, Program Closing)

10.9. Communication and Project Sales

10.9.1. Communication and Stakeholder Management
10.9.2. Project Sale Management
10.9.3. Quality Assessment in Knowledge Management and Project Management Trends
10.9.4. Information Management 
10.9.5. ISO 10006

10.9.5.1. UNE 412001: Practical Guide to Knowledge Management
10.9.5.2. Tiwana Methodology

Module 11. Leadership, Ethics and Social Responsibility in Companies

11.1. Globalization and Governance

11.1.1. Governance and Corporate Governance
11.1.2. The Fundamentals of Corporate Governance in Companies
11.1.3. The Role of the Board of Directors in the Corporate Governance Framework

11.2. Leadership

11.2.1. Leadership. A Conceptual Approach
11.2.2. Leadership in Companies
11.2.3. The Importance of Leaders in Business Management

11.3. Cross-Cultural Management

11.3.1. Concept of Cross-Cultural Management
11.3.2. Contributions to the Knowledge of National Cultures
11.3.3. Diversity Management

11.4. Management and Leadership Development

11.4.1. Concept of Management Development
11.4.2. Concept of Leadership
11.4.3. Leadership Theories
11.4.4. Leadership Styles
11.4.5. Intelligence in Leadership
11.4.6. The Challenges of Today's Leader

11.5. Business Ethics

11.5.1. Ethics and Morality
11.5.2. Business Ethics
11.5.3. Leadership and Ethics in Companies

11.6. Sustainability

11.6.1. Sustainability and Sustainable Development
11.6.2. The 2030 Agenda
11.6.3. Sustainable Companies

11.7. Corporate Social Responsibility

11.7.1. International Dimensions of Corporate Social Responsibility
11.7.2. Implementing Corporate Social Responsibility
11.7.3. The Impact and Measurement of Corporate Social Responsibility

11.8. Responsible Management Systems and Tools

11.8.1. CSR: Corporate Social Responsibility
11.8.2. Essential Aspects for Implementing a Responsible Management Strategy
11.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System
11.8.4. Tools and Standards of CSR

11.9. Multinationals and Human Rights

11.9.1. Globalization, Multinational Corporations and Human Rights
11.9.2. Multinational Corporations and International Law
11.9.3. Legal Instruments for Multinationals in the Field of Human Rights

11.10. Legal Environment and Corporate Governance

11.10.1. International Rules on Importation and Exportation
11.10.2. Intellectual and Industrial Property
11.10.3. International Labor Law

Module 12. Economic and Financial Management

12.1. Economic Environment

12.1.1. Macroeconomic Environment and the National Financial System
12.1.2. Financial Institutions
12.1.3. Financial Markets
12.1.4. Financial Assets
12.1.5. Other Financial Sector Entities

12.2. Executive Accounting

12.2.1. Basic Concepts
12.2.2. The Company's Assets
12.2.3. The Company's Liabilities
12.2.4. The Company's Net Worth
12.2.5. The Income Statement

12.3. Information Systems and Business Intelligence

12.3.1. Fundamentals and Classification
12.3.2. Cost Allocation Phases and Methods
12.3.3. Choice of Cost Center and Impact

12.4. Budget and Management Control

12.4.1. The Budgetary Model
12.4.2. The Capital Budget
12.4.3. The Operating Budget
12.4.5. The Cash Budget
12.4.6. Budget Monitoring

12.5. Financial Management

12.5.1. The Company's Financial Decisions
12.5.2. The Financial Department
12.5.3. Cash Surpluses
12.5.4. Risks Associated with Financial Management
12.5.5. Risk Management of the Financial Management

12.6. Financial Planning

12.6.1. Definition of Financial Planning
12.6.2. Actions to Be Taken in Financial Planning
12.6.3. Creation and Establishment of the Business Strategy
12.6.4. The Cash Flow Chart
12.6.5. The Working Capital Chart

12.7. Corporate Financial Strategy

12.7.1. Corporate Strategy and Sources of Financing
12.7.2. Corporate Financing Financial Products

12.8. Strategic Financing

12.8.1. Self-financing
12.8.2. Increase in Shareholder's Equity
12.8.3. Hybrid Resources
12.8.4. Financing through Intermediaries

12.9. Financial Analysis and Planning

12.9.1. Analysis of the Balance Sheet
12.9.2. Analysis of the Income Statement
12.9.3. Profitability Analysis

12.10. Analyzing and Solving Cases/Problems

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

Module 13. Commercial Management and Strategic Marketing

13.1. Commercial Management

13.1.1. Conceptual Framework of Commercial Management
13.1.2. Commercial Strategy and Planning
13.1.3. The Role of Sales Managers

13.2. Marketing

13.2.1. The Concept of Marketing
13.2.2. The Basic Elements of Marketing
13.2.3. Marketing Activities in Companies

13.3. Strategic Marketing Management

13.3.1. The Concept of Strategic Marketing
13.3.2. Concept of Strategic Marketing Planning
13.3.3. Stages in the Process of Strategic Marketing Planning

13.4. Digital Marketing and e-Commerce

13.4.1. Objectives of Digital Marketing and e-Commerce
13.4.2. Digital Marketing and the Media It Uses
13.4.3. E-Commerce. General Context
13.4.4. Categories of e-Commerce
13.4.5. Advantages and Disadvantages of e-Commerce Compared to Traditional Commerce

13.5. Digital Marketing to Reinforce a Brand

13.5.1. Online Strategies to Improve Brand Reputation
13.5.2. Branded Content and Storytelling

13.6. Digital Marketing to Attract and Retain Customers

13.6.1. Loyalty and Engagement Strategies Using the Internet
13.6.2. Visitor Relationship Management
13.6.3. Hypersegmentation

13.7. Digital Campaign Management

13.7.1. What Is a Digital Advertising Campaign?
13.7.2. Steps to Launch an Online Marketing Campaign
13.7.3. Mistakes in Digital Advertising Campaigns

13.8. Sales Strategy

13.8.1. Sales Strategy
13.8.2. Sales Methods

13.9. Corporate Communication

13.9.1. Concept
13.9.2. The Importance of Communication in the Organization
13.9.3. Type of Communication in the Organization
13.9.4. Functions of Communication In the Organization
13.9.5. Elements of Communication
13.9.6. Problems of Communication
13.9.7. Communication Scenarios

13.10. Digital Communication and Reputation

13.10.1. Online Reputation
13.10.2. How to Measure Digital Reputation?
13.10.3. Online Reputation Tools
13.10.4. Online Reputation Report
13.10.5. Online Branding

Module 14. Executive Management

14.1. General Management

14.1.1. The Concept of General Management
14.1.2. The Role of the CEO
14.1.3. The CEO and their Responsibilities
14.1.4. Transforming the Work of Management

14.2. Manager Functions: Organizational Culture and Approaches

14.2.1. Manager Functions: Organizational Culture and Approaches

14.3. Operations Management

14.3.1. The Importance of Management
14.3.2. Value Chain
14.3.3. Quality Management

14.4. Public Speaking and Spokesperson Education

14.4.1. Interpersonal Communication
14.4.2. Communication Skills and Influence
14.4.3. Communication Barriers

14.5. Personal and Organizational Communication Tools

14.5.1. Interpersonal Communication
14.5.2. Interpersonal Communication Tools
14.5.3. Communication in the Organization
14.5.4. Tools in the Organization

14.6. Communication in Crisis Situations

14.6.1. Crisis
14.6.2. Phases of the Crisis
14.6.3. Messages: Contents and Moments

14.7. Preparation of a Crisis Plan

14.7.1. Analysis of Possible Problems
14.7.2. Planning
14.7.3. Adequacy of Personnel

14.8. Emotional Intelligence

14.8.1. Emotional Intelligence and Communication
14.8.2. Assertiveness, Empathy, and Active Listening
14.8.3. Self- Esteem and Emotional Communication

14.9. Personal Branding

14.9.1. Strategies for Personal Brand Development
14.9.2. Personal Branding Laws
14.9.3. Tools for Creating Personal Brands

14.10. Leadership and Team Management

14.10.1. Leadership and Leadership Styles
14.10.2. Leadership Skills and Challenges
14.10.3. Managing Change Processes
14.10.4. Managing Multicultural Teams 

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