If you are a doctor, head of service or section, assistant, coordinator, director or manager in a hospital or outpatient care center, and you want to update and develop your management skills to respond to the current reality and context in your professional future, this is the perfect postgraduate program for you”

In the health structure, medical divisions are fundamental in performing different health processes, where the paradigm of Clinical Management is increasingly imposed, making it necessary to provide training in this area for physicians who develop or may reach positions of responsibility in health care, either in middle management, health care or in medical director and manager positions.

There are many new challenges in the sector which must be addressed, such as the approach to complex and chronic diseases, the relationships between professional groups, citizens (users, patients, clients) and providers and the development of new health technologies.

There is also the need to increase efficiency in the use of resources to assume the new participative and transparent form of leadership; and to gain a position in the interdisciplinary team. 

In order to contextualize the program, a review of health systems and policies, as well as the administrative process, is presented first, followed by considerations on the care and medical division and its role in the system. In the area of service management, the Clinical Management of Healthcare services, the management of the organization's people, talent, professionals, and the management of investments and economic evaluation stand out. Fundamental aspects in the daily activity of health managers. 

It will also focus on all aspects related to the management of hospital and outpatient services and, specifically, on the quality of care in the centers and their different departments. 

In addition, there will be a series of units focused on improving management skills in specific areas such as care for complexity and chronicity, alternatives to traditional hospitalization, the use of new technologies in the sector, evidence-based medicine and prudent prescribing, clinical safety, etc. 

On the other hand, we will have modules on personal and health marketing from the development of personal branding, to the management of social networks and customer service and, finally, the research methodology required to work in Clinical Management will be assessed.

The Professional master’s degree in Clinical Management, Medical and Healthcare Administration, will qualify you to occupy a position of responsibility as head of service or section”

This Professional master’s degree in Clinical Management, Medical and Healthcare Administration contains the most complete and up-to-date scientific program on the market. The most important features include:

• Development of practical cases carried out by experts in health management and other specialties 
• The graphic, schematic, and practical contents with which they are created provide scientific and practical information on the situations that regularly occur in the hospital setting
• Presentation of practical workshops on procedures and decision making
• Algorithm-based interactive learning system for decision-making in the situations that are presented to the student
• Action protocols, where you can find the latest trends in health management
• All of this will be complemented by theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• With a special emphasis on scientific methods and research methodologies in health management
• Content that is accessible from any fixed or portable device with an Internet connection

This Professional master’s degree is the best investment you can make when selecting a training program for two reasons: in addition to qualifying you as a clinical manager, you will obtain a qualification endorsed by TECH”

The teaching staff includes a team of prestigious healthcare management professionals, who bring their experience to this program, as well as renowned healthcare specialists, who complement the program by adding interdisciplinary elements.

The multimedia content developed with the latest educational technology will provide doctors with situated and contextual learning, i.e., a simulated environment that will provide an immersive learning program to practice in real situations.

This program is designed around Problem-Based Learning, through which the physician must try to solve the different professional practice situations that arise throughout the program. For this purpose, they will be supported by an innovative interactive video system developed by renowned experts in the field of Health Management, with extensive teaching experience.

You will be able to complete the Professional master’s degree 100% online, adapting it to your needs and making it easier for you to take it while you carry out your full-time healthcare activity"

Increase the quality of your management with this program and improve patient care"

The structure of the syllabus has been designed by a team of professionals knowledgeable about the implications of specialization in clinical management and administration, aware of the relevance of current specialization and committed to quality teaching through new educational technologies.

This Professional master’s degree in Clinical Management, Medical and Healthcare Administration contains the most complete and up-to-date scientific program on the market”

Module 1. Management and Economic Assessment

1.1. Funding Models 

1.1.1. Payment Models and Actors in the Health System 
1.1.2. Payment Models to Professionals 
1.1.3. Ideal Payment Model. Payment Models and Incentive Models 
1.1.4. Assess Incentive Efficacy

1.2. Cost Calculation

1.2.1. Financial Assessment Fundamentals
1.2.2. Critiques of the Fundamentals of Welfare Economics
1.2.3. Classification of Accounting According to Purpose
1.2.4. Defining and Classifying Costs
1.2.5. Financial Assessments Used in Healthcare
1.2.6. Cost Centers
1.2.7. Process and Patient Cost
1.2.8. Cost Analysis by Diagnosis-Related Groups (DRG) 

1.3. Efficiency and Sustainability of Health Systems

1.3.1. Definitions
1.3.2. Macroeconomic Sustainability
1.3.3. Factors Putting Upward Pressure on Public Health Spending, Compromising Its Sustainability 
1.3.4. Use in Health Services. Supply and Demand

1.4. Management Agreements

1.4.1. Strategic Planning as a Starting Point 
1.4.2. The Management Agreement or Program Contract
1.4.3. Contents Normally Included in Management Agreements 
1.4.4. Management Agreements and Differential Compensation 
1.4.5. Limitations and Aspects to Consider in a Management by Objectives System

1.5. Budget and Purchasing

1.5.1. Budget Concept and Budgetary Principles
1.5.2. Types of Budgets
1.5.3. Budget Structure 
1.5.4. Budget Cycle
1.5.5. Purchasing and Procurement Management 
1.5.6. Management of Public Service Procurement

1.6. Purchasing, Contracting and Supplies

1.6.1. Integrated Procurement Systems. Centralized Purchasing
1.6.2. Management of Public Service Contracting: Tenders and Agreements. Purchasing and Procurement Commissions
1.6.3. Hiring in the Private Sector
1.6.4. Supply Logistics 

1.7. Staffing and Performance Calculations 

1.7.1. Estimated Healthcare Staffing Requirements
1.7.2. Staffing Calculation
1.7.3. Allocate Time for Healthcare Activity

1.8. Budget Management

1.8.1. Budget. Concept
1.8.2. Public Budget 

1.9. Negotiation with Suppliers 

1.9.1. Negotiation with Suppliers 

Module 2. People and Talent Management

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

2.1.1. People Assessment 
2.1.2. Talent Development 
2.1.3. Social and Institutional Climate

2.2. Visibility in Clinical and Healthcare Management: Blogs and Networks

2.2.1. The Digital Revolution in Healthcare Practice and Clinical Management. Description of New Digital Tools
2.2.2. Experiences with Networks and Blogs of Health Professionals 

Module 3. Clinical Management 

3.1. Patient Classification Systems

3.1.1. Diagnosis-Related Groups (DRGs)
3.1.2. Patient Classification Systems 
3.1.3. Essential Resources 

3.2. Definitions and Regulation of Clinical Analysis Management

3.2.1. Definition of Clinical Governance
3.2.2. Evolution of Clinical Management in the National Health System
3.2.3. The Contract-Program and Clinical Management
3.2.4. Current Status and Controversies 

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

3.3.1. Variability in Medical Practice
3.3.2. Scientific Evidence
3.3.3. Clinical Management
3.3.4. Processes, Procedures, Clinical Pathways and Clinical Management Units

3.4. Models and Clinical Management Units: Interhospital Units

3.4.1. What Can Be Considered in a Clinical Management Unit: Interhospital 
3.4.2. Requirements of Interhospital Clinical Management Units 
3.4.3. Importance of Leadership in Interhospital Clinical Management Units 
3.4.4. Human Resources, Continuing Education, Research and Teaching
3.4.5. Patients and Companions. Humanization in Healthcare
3.4.6. Processes in Interhospital Clinical Management Units 
3.4.7. The Indicators of these Interhospital Units 
3.4.8. Management by Objectives and Improvement 

3.5. Prudent Pharmacological Prescribing. Electronic Prescribing

3.5.1. Good Prescribing Standards
3.5.2. Principles for Prudent Prescribing
3.5.3. Tools for Prudent Pharmacological Prescribing
3.5.4. Prescribing Quality Indicators

3.6. Complementary Test Prescribing

3.6.1. Management of Requests
3.6.2.  Information Systems Integration Model for the Management of Diagnostic Tests
3.6.3. Benefits of a Request Manager
3.6.4. Lean Method

Module 4. Planning and Control of Health Organizations

4.1. Actors in the National Health System 

4.1.1. Sustainability of the National Health System
4.1.2. The Actors in the Healthcare System
4.1.3. The Taxpayer
4.1.4. The Patient
4.1.5. The Professional
4.1.6. Purchasing Agency
4.1.7. The Buyer 
4.1.8. The Manufacturing Institution
4.1.9. Conflicts and Interests

Module 5. Medical and Healthcare Management Department in the Health System

5.1. Classical Medical Management VS. Healthcare Management    

5.1.1. Classic Medical Management
5.1.2. Medical Healthcare Management 

5.2.  Management Information Systems and Electronic Medical Records    

5.2.1. Control Panels
5.2.2. Electronic Medical Records
5.2.3. Assisted Prescription Systems
5.2.4. Other Useful Information Systems in Health Management

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

5.3.1. The Need for Healthcare Integration
5.3.2. Integrated Health Organizations. Initial Bases
5.3.3. Starting an OSI

5.4. Bioethics and Humanization in Medical Practice

5.4.1. Current Status of Dehumanization in the Healthcare System
5.4.2. Quality Management
5.4.3. Humanizing Quality Management
5.4.4. Humanization Programs 

5.5. Medical and Healthcare Management: Relationships 

5.5.1. Management Role
5.5.2. Active Participation Management 
5.5.3. Management Objectives
5.5.4. Regulation of the Relationship Between Medical Management and Executive Management
5.5.5. Professional Management Systems 

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

5.6.1. What is Public Health
5.6.2. Health Promotion
5.6.3. Disease Prevention 
5.6.4. Foreign or International Health
5.6.5. The Challenges of Public Health 

5.7. Transformation of the Healthcare Model. The Triple Aim    

5.7.1. Continuity of Healthcare Strategy 
5.7.2. Social Health Strategy 
5.7.3. Efficiency, Health and Patient Experience 

Module 6. Quality Management

6.1. Quality in Healthcare

6.1.1. Quality Care
6.1.2. Health and Quality Activity Records 

6.2. Quality of Healthcare Programs

6.2.1. Quality of Healthcare 

Module 7. Competency Management

7.1. Performance Evaluation. Competency Management

7.1.1. Definition of Competencies
7.1.2. Performance Evaluation Procedure. Implementation
7.1.3. Functions 
7.1.4. General and Specific Skills 
7.1.5. Feedback from Professions to Improve Performance and Self-Assessment 
7.1.6. Training Itinerary Design for Skills Development 
7.1.7. Intrinsic and Extrinsic Motivation to Improve Performance. Methods
7.1.8. Most Important Principles of Change

7.2. Methods and Techniques. Competency Management

7.2.1. The Assessment Interview. Instructions for the Assessor
7.2.2. General Principles of Motivational Interviewing
7.2.3. Motivational Interview
7.2.4. Communication Strategies
7.2.5. Miller’s Pyramid 

Module 8. Patient Safety

8.1. Patient Safety: Historical Evolution    

8.1.1. Introduction and Definition. Background and Current Status 
8.1.2. Unequivocal Patient Identification. Localization and Traceability Systems
8.1.3. Patients at Risk of Developing Pressure Ulcers (PUs)
8.1.4. Infection Risks Associated to Nursing Care. Venous Access Care
8.1.5. Risk of Falling. Fall Prevention and Monitoring in Hospitalized Patients 

8.2. Nosocomial Infections

8.2.1. Care for Nosocomial Infection 
8.2.2. Hospital Infection Control and Surveillance Programs and Networks 
8.2.3. Asepsis, Disinfection and Sterilization 

8.3. Prevention 

8.3.1. Primary and Secondary Prevention. Types and Examples
8.3.2. Preventing and Detecting Adverse Events in Preparing and Administering Medication 
8.3.3. Screening Programs: Breast Cancer. Management 
8.3.4. Screening Programs: Colon Cancer. Management
8.3.5. Vaccination Program Management. Childhood vaccination
8.3.6. Vaccination Program Management. Flu Vaccination
8.3.7. FMEA (Failure Mode and Effects Analysis). Root Cause Analysis

8.4. Notification and Registration System

8.4.1. Notification and Registration System
8.4.2. Adverse Event Reporting and Registration System

8.5. Secondary and Tertiary Victims

8.5.1. Health Professionals when Faced with Adverse Events
8.5.2. Recovery Trajectory and Emotional Support 
8.5.3. Impact on Corporate Image 

Module 9. Quality Accreditation in Healthcare

9.1. Accreditation in Healthcare

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

9.2. Joint Commision International

9.2.1. History
9.2.2. The Joint Commision International

9.3. EFQM Model

9.3.1. Criteria in Models for Excellence
9.3.2. The Reder Logic Scheme
9.3.3. Update of the EFQM Excellence Model 

9.4. ISO Accreditation

9.4.1. Rules Are Used as a Standard for Certification 
9.4.2. Healthcare System Accreditation Status 
9.4.3. Accreditation in Perspective: Main Theoretical-Practical Conflicts

Module 10. Management of Special and Hospitalization Services

10.1. Emergency Services Management

10.1.1. Processes of Emergency Services
10.1.2. Service Planning and Control
10.1.3. Human Resources 
10.1.4. Teaching in the Emergency Department 

10.2. ICU Management

10.2.1. Intensive Care Definition 
10.2.2. ICU. Physical Structure 
10.2.3. Human Resource Allocation 
10.2.4. Material Resources: Technology and Equipment. Monitoring 
10.2.5. ICU Without Walls and Innovation Models 
10.2.6. Safety Management in ICU. Zero Projects, Quality Indicators. Information Transfer 
10.2.7. Humanization in ICUs

10.3. Surgical Unit Management

10.3.1. The Surgical Unit. Physical Structure, Organization and Channels 
10.3.2. Coordination of Operating Rooms. Surgical Performance and Operation Indicators. Surgical Scheduling. Performance Improvement 
10.3.3    Calculation of Human Resources in a Surgical Department 
10.3.4. Material Resource Calculation: Surgical Block Sizing and Operation 
10.3.5. Safety Management in a Surgical Department. Surgical CHECK LIST. Surgical Hand Washing 
10.3.6. Asepsis and Sterilization in Operating Rooms. Environmental Monitoring of the Operating Room

10.4. Management of Hospitalization Units

10.4.1. What are Hospitalization Units 
10.4.2. Requirements of Hospitalization Units 
10.4.3. Importance of Leadership in the Hospitalization Units 
10.4.4. Human Resources, Continuing Education, Teaching and Research 
10.4.5. Patients and Companions 
10.4.6. Processes: Strategic, Operational and Structural 
10.4.7. Hospitalization Unit Indicators 
10.4.8. The Role of Primary Care and Other Healthcare Facilities 
10.4.9. Management by Objectives and Improvement

10.5. Other Units and Special Services

10.5.1. Alternatives to Conventional Hospitalization: Day Hospital (DH) 
10.5.2. Alternatives to Conventional Hospitalization: Day Hospital Units Integrated in Other Units 
10.5.3. Alternatives to Conventional Hospitalization: Home Hospitalization 
10.5.4. Alternatives to Conventional Hospitalization: Short Stay Units

Module 11. Management of Central Services

11.1. Admission and Clinical Documentation Service    

11.1.1. Admissions and Clinical Documentation Services 
11.1.2. Bed Management 
11.1.3. Medical Record Archive 
11.1.4. Digitization and Indexation 
11.1.5. Metadata Definition

11.2. Radio Diagnostic Services Management    

11.2.1. Radiology Service Definition 
11.2.2. Structure and Organization of the Diagnostic Radiology Service 
11.2.3. Radiological Information Systems (RIS) 
11.2.4. Radiological Request Circuit 
11.2.5. Patients’ Rights 
11.2.6. Teleradiology

11.3. Laboratory Management    

11.3.1.  Pre-Analytical Phase 
11.3.2. The Analytical Phase 
11.3.3. The Post-Analytical Phase 
11.3.4. Point-Of-Care Testing (POCT) 

11.4. Hospital and Primary Care Pharmacy Management

11.4.1. Planning and Organization of Pharmacy Services: Physical Structure, Organization and Channels 
11.4.2. Human and Material Resources. Different Competencies and Functions 
11.4.3. Procurement Management and Pharmacotherapy Management Process 
11.4.4. Hospital Dispensing Systems: Plant Stock, Unit Dose, Automated Systems 
11.4.5. Sterile Medication Preparation Area: Hazardous and Non-Hazardous 
11.4.6. Pharmaceutical Care to Outpatients and Ambulatory Patients 
11.4.7. Primary Care Pharmacy and Healthcare Coordination in Pharmacotherapy

11.5. Hospitality, Complementary and Voluntary Services Management    

11.5.1. Hospital Food
11.5.2. Linen Service
11.5.3. Hospital Volunteering 

Module 12. Management of Transversal and Primary Services

12.1. Primary Healthcare 

12.1.1. Primary Healthcare Resolution Capacity 
12.1.2. Community Healthcare: Health Programs
12.1.3. Emergency and Continuous Care. PAC Model and Special Emergency Services Model

12.2. Complex-Chronic Patient Management    

12.2.1. Chronicity Care Models 
12.2.2. From the Strategy for Chronic Care to Chronic Patient Management 
12.2.3. Chronicity and Social Healthcare

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

12.3.1. Patient Empowerment and Nursing Input
12.3.2. Peer Support
12.3.3. Self-Care and Self-Care Support 
12.3.4. Health Education and Self-Management Education 
12.3.5. Self-Management Projects. Features 
12.3.6. Self-Management Projects. International Experiences 

Module 13. Management of Outpatients Services

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

13.1.1. Organization and Operation of the Day Hospital 
13.1.2. Oncohematologic Day Hospital Management 
13.1.3. Organization and Management of Outpatient Consultation

13.2. Management of Outpatient Services

13.2.1. Historical Evolution
13.2.2. Emergency Coordination Centers
13.2.3. Human Resources and Skills. Team Involved
13.2.4. Health Care Network Devices Coordination
13.2.5. Emergency Quality Indicators 
13.2.6. Disasters Planning. Disaster Management

13.3. Home Care: Models    

13.3.1. Home Hospitalization Types and Concepts 
13.3.2. Criteria for Patient Selection 
13.3.3. Calculating and Managing Human and Material Resources 
13.3.4. Palliative Care at Home. Techniques and Patient Selection 
13.3.5. Family Support and Bereavement Management 
13.3.6. Managing Primary Caregiver Overload. Family Claudication

13.4. Mental Health, Addictive Behavior and Social Work

13.4.1. Introduction to Mental Health 
13.4.2. Comprehensive Care 
13.4.3. Diagnostic and Therapeutic Techniques and Procedures Common to All Devices 
13.4.4. Transversality and Continuity of Care in the Healthcare Setting 
13.4.5. Social Work

Module 14. Leadership Management

14.1. Team Leadership

14.1.1. Concept of Leadership 
14.1.2. Steps for Successful Leadership 
14.1.3. Qualities of a Leader 
14.1.4. Activities to Be Carried Out by the Leader 
14.1.5. Seven Habits of Successful People and Leadership

14.2. Motivation    

14.2.1. Intrinsic and Extrinsic Motivation
14.2.2. Differences between Motivation and Satisfaction: Different Theories 

14.3. Delegation    

14.3.1. What is Delegation?
14.3.2. Ways of Assessing Delegation: Tasks
14.3.3. Non-Delegable Functions 

14.4. Executive Coaching    

14.4.1. Development 

Module 15. Decision Making and Time Management

15.1. Decision-Making

15.1.1. Decision-Making as an Organizational Process 
15.1.2. Decision Process Phases 
15.1.3. Features of any Decision

15.2. The Decision Process. Techniques

15.2.1. Management Schools. History 
15.2.2. The Framework of the Management and Decision-Making Function 
15.2.3. Types of Decisions 
15.2.4. Characteristics of a Good Decision
15.2.5. Key Points to Consider in Decision-Making 
15.2.6. The Logical Reasoning Process 
15.2.7. Decision Support Tools

15.3. Time, Stress and Happiness Management

15.3.1. Introduction to Stress in Managerial Positions 
15.3.2. General Guidelines for Preventing and/or Reducing the Experience of Stress 
15.3.3. Effective Time Management 
15.3.4. Agenda Planning 
15.3.5. Personal Time and Professional Time, in Search of Happiness

Module 16. Creating a Personal Brand

16.1. Public Profile

16.1.1. Presenting Ourselves to the World. Our Digital Footprint 
16.1.2. Digital Reputation. Positive References 
16.1.3. The Cover Letter in 2.0

16.2. The Job Interview to Apply for a Managerial Position

16.2.1. The Interview
16.2.2. Methods for a Successful Interview 

Module 17. Internal Communication in Management

17.1. Communication

17.1.1. Conceptual Approach
17.1.2. Internal Communication in Health Organization Do You Have a Plan? 
17.1.3. How to Create Internal Communication Plan 
17.1.4. Tools Evolution. From the Internal Circulation Note to the Corporate Social Network

17.2. Meetings

17.2.1. Conceptual Approach
17.2.2. Management Meetings and Time Management
17.2.3. Scheduled Team Meeting Architecture. A Proposal
17.2.4. Keys to Successful Meeting Preparation
17.2.5. Meeting Management

17.3. Conflict Management

17.3.1. Conceptual Approach
17.3.2. Labor Conflicts
17.3.3. The Change. Main Source of Conflict with Management 
17.3.4. Conflict Management in Health Teams

Module 18. Communication and Marketing in Health

18.1. Marketing and Social Media    

18.1.1. Conceptual Approach 
18.1.2. Health Services Marketing

18.2. Communication in Organizations    

18.2.1. Conceptual Approach 
18.2.2. What to Communicate in the Healthcare Organization? 
18.2.3. ICTs as a Key Communication Tool in Clinical Management 

18.3. Relationships with Social Agents Users and Suppliers

18.3.1. Financing and Underwriting 
18.3.2. Regulation Actors in the System 
18.3.3. Relationship Map, What do they Expect from Each Other

18.4. Corporate Social Responsibility. Good Healthcare Governance

18.4.1. Responsibility and Ethics in the Organizations 
18.4.2. Principles and Commitments to Develop Social Responsibility in the National Health System 
18.4.3. Good Healthcare Governance 
18.4.4. Good Governance Practices

Module 19. Teaching and Research Management. Research and Innovation: R&D&I in the Healthcare Environment

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

19.1.1. Epidemiology and Clinical Epidemiology 
19.1.2. Main Study Designs in Clinical Research 
19.1.3. Quality of the Studies: Reliability and Validity. Biases

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

19.2.1. Clinical Research Questions 
19.2.2. Information Sources 
19.2.3. Where and How to Search for Information 
19.2.4. Searching 
19.2.5. Databases

19.3. Critical Reading of Articles

19.3.1. Phases in Critical Reading 
19.3.2. Tools for Critical Reading 
19.3.3. Main Mistakes 

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

19.4.1. Spanish Biomedical Research Model BORRAR 
19.4.2. Research Project Design 
19.4.3. Funding in Research 
19.4.4. Exploitation of Research Results

19.5. Communication and Diffusion of Research Findings

19.5.1. Research Reports 
19.5.2. Choosing a Journal for Publication 
19.5.3. Some Style Recommendations

Make the most of this opportunity and take the step to get up to date on the latest developments in Clinical Management, Medical and Healthcare Administration”