Develop yourself as a world-class hospital director by applying the strategic approach of internationally renowned experts"

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 Professional master’s degree in Hospital and Health Services Management is a tailor-made program that is taught 100% online so that you can choose the time and place that best suits your availability, schedule and interests.  

A program that takes place over 12 months and is intended to be a unique and stimulating experience that lays the foundation for your success as a Hospital and Health Services Manager.

Our study plan will allow you to carry out a contextual and guided study of the main aspects of hospital management" 

Syllabus

The Professional master’s degreein MBA in Hospital and Health Services Management from TECH Global University is an intense program that prepares you to face challenges and decisions both on a national and international level. Its content is designed to promote the development of managerial skills that enable decision-making with greater rigor in uncertain environments.

Throughout 1,500 hours of study, you will analyze a multitude of practical cases through individual work, which will allow you to obtain deep knowledge about the most relevant aspects of this subject, which you will be able to transfer, later on, to your daily work. It is, therefore, a real immersion in real business situations.

This Professional master’s degree in MBA in Hospital and Health Services Management deals in depth with different areas of healthcare centers and is designed to specialize managers who understand hospital management from a strategic, international and innovative perspective. 

A plan designed for you, focused on improving your career and preparing you to achieve excellence in the management of hospitals and health services. A program that understands both yours and your company's needs 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 skills to solve critical situations, creatively and efficiently.

This program takes place over 12 months and is divided into 21 modules: A plan designed for you, focused on improving your career and preparing you to achieve excellence in the management of hospitals and health services. A program that understands both yours and your company's needs 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 skills to solve critical situations, creatively and efficiently.

This program takes place over 12 months and is divided into 21 modules:

Module 1. Planning and Control of Health Organizations
Module 2. Health Systems and Policies
Module 3. Medical and Welfare Management Department in the Health System
Module 4. Clinical Management
Module 5. Chronicity and Telemedicine Management
Module 6. People and Talent Management
Module 7. Management and Economic Assessment
Module 8. Quality Management
Module 9. Management by Process Lean Healthcare
Module 10. Competency Management
Module 11. Patient Security
Module 12. Quality Accreditation in Healthcare
Module 13. Leadership Management
Module 14. Change, Decision-Making and Time Management
Module 15. Internal Communication in Management
Module 16. Creating a Personal Brand
Module 17. Communication and Marketing in Health
Module 18. Teaching and Research Management
Module 19. Leadership, Ethics and Social Responsibility in Companies
Module 20. Commercial Management and Strategic Marketing
Module 21. Executive Management

Where, When and How is it Taught?

TECH offers you the possibility of taking this program completely online. Throughout the 12 months of training, 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. Planning and Control of Health Organizations

1.1. The Process of Strategic Planning

1.1.1. Mission, Vision, and Values 
1.1.2. The Cycle of Strategic Planning Strategic Plan and Strategic Lines 
1.1.3. Planning and Continuous Quality Improvement. Advantages of Planning 
1.1.4. Internal Analysis and Competitive Analysis of the Environment. Benchmarking

1.2. Management by Values and Objectives

1.2.1. Operative Planning. Obtaining Objectives from Strategic Lines of Action
1.2.2. Types of Objectives Goals
1.2.3. Management by Values and Objectives: Management Plans
1.2.4. Assessment of the Strategic and Operational Plan

1.3. Organizational Theory Applied to Healthcare

1.3.1. Types of Organization 
1.3.2. Organizational Behavior Studies 
1.3.3. Characteristics of the Public Organization 
1.3.4. New Organizational Models. Fluid and Matrix Organizations

1.4. Management and Direction

1.4.1. The Management Process 
1.4.2. Collegiate Management Bodies 
1.4.3. Management Styles 

1.5. Future Organization

1.5.1. Organizational Environment 
1.5.2. Knowledge Management as the Driving Force of the Organization of the Future 
1.5.3. Innovative Hospitals and Health Centers

Module 2. Health Systems and Policies

2.1. Health Systems

2.1.1. Main Health System Models. Comparison and Results 
2.1.2. Beverige SMS Health Systems Model: Example 
2.1.3. Health Systems Biskmark Assurance Model: Examples 
2.1.4. Evolution of the Different Health Systems

2.2. Healthcare Financing and Provision

2.2.1. Financing of the Health Systems. Public Contributions 
2.2.2. The Right to Health Care: Basic and Complementary Services 
2.2.3. Different Provision Models in a NHS. Private Provision 
2.2.4. Co-payment and User Financing

2.3. Evolution and Other Aspects of Health Systems

2.3.1. Complexity and Chronicity Care 
2.3.2. Information Technologies as a Driving Force for the Transformation of Health Systems 
2.3.3. Promotion of Health and Heath Education. Prevention 
2.3.4. Traditional Public Health and Its Evolution 
2.3.5. Health Coordination or Integration. The Concept of a Public Health Space

2.4. Alternatives to the Traditional Management Models

2.4.1. Evaluation of new management models. Results and Experience

Module 3. Medical and Welfare Management Department in the Health System

3.1. Classic Medical Management vs. Care Management 

3.1.1. Structure and Content of Health System Governing Bodies. Current Organization Charts and Future Alternatives 
3.1.2. Physicians as Managers: From Board Members to Care Directors and Managers, Including General Management 
3.1.3. Preparation and Value Contribution 
3.1.4. Medical Division: Critical Areas 
3.1.5. Different Organizational Structures of the Medical Division 

3.2. Management Information Systems and Electronic Medical Records

3.2.1. Control Panels 
3.2.2. Electronic Clinical History 
3.2.3. Assisted Prescription Systems 
3.2.4. Other Useful Information Systems in Health Management

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

3.3.1. The Need for Healthcare Integration 
3.3.2. Integrated Health Organizations. Initial Bases
3.3.3. Starting an OSI

3.4. Bioethics and Humanization in Medical Practice

3.4.1. Bioethical Principles 
3.4.2. Ethics Committees in Health Organizations 
3.4.3. Humanization of Health Care 

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

3.5.1. Tools for Knowledge Management in Clinical and Healthcare Management 
3.5.2. Medical and Healthcare Management: Relations with the Nursing Division

3.6. Public Health, Promotion of Health and Health EpS for Healthcare Directorates

3.6.1. Public Health Concept and Scope 
3.6.2. Health Promotion and Health Education 
3.6.3. Prevention Programs Types

3.7. Transformation of the Healthcare Model: The Triple Objective

3.7.1. Continuity of Healthcare Strategy
3.7.2. Social Health Strategy
3.7.3. Efficiency, Health and Patient Experience

Module 4. Clinical Management

4.1. Definition and Regulation of Clinical Management

4.1.1. Different Definitions and Visions of Clinical Management 
4.1.2. Different Decrees and Regulations of Clinical Management 
4.1.3. Levels of Autonomy

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

4.2.1. Types and Classification of Scientific Evidence 
4.2.2. Protocols, Clinical Practice Guidelines, Clinical Pathways: Differences
4.2.3. Grade and Care Routes 

4.3. Patient Classification Systems

4.3.1. Patient Classification Systems. 
4.3.2. Patient Dependency Analysis. Dependency Scales and Classification 
4.3.3. Calculation of Staffing/Cash Flow Based on Patient Classification. Workload Distribution

4.4. Models and Clinical Management Units

4.4.1. Types of Clinical Management Units 
4.4.2. Mixed Primary and Specialized Care Units 
4.4.3. Interservice Units 
4.4.4. Inter-hospital Units

4.5. Prudent Drug Prescription. Electronic Prescription

4.5.1. Prudent Prescribing: Choosing Wisely. 
4.5.2. “Non-Action” Strategies

4.6. Prescription Complementary Tests

4.6.1. Prudent Prescribing vs. Defensive Medicine 
4.6.2. Prescription Audits and Prescription Monitoring: Results

Module 5. Chronicity and Telemedicine Management

5.1. Complex and Chronic Patient Management 

5.1.1. Chronic Care Model and Population Stratification. Kaiser Permanente 
5.1.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home 
5.1.3. Chronicity and Social and Health Care

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

5.2.1. Active Patient Model. University of Stanford 
5.2.2. Self-care Education Program. International Experiences 
5.2.3. Patient Schools 
5.2.4. Patient Empowerment and Nursing Input

5.3. Telemedicine

5.3.1. Services Currently in Place and Future Prospects

Module 6. People and Talent Management

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

6.1.1. Welcome, Mentoring and Farewell Plans 
6.1.2. Talent Detection and Development 
6.1.3. Institutional and Social Climate: Measurement and Improvement

6.2. Staffing and Performance Calculations

6.2.1. Estimated Staffing Requirements 
6.2.2. Staffing Calculation
6.2.3. Allocate Time for Healthcare Activity

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

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

6.4. Health Professionals and Types of Relationships 

6.4.1. The Digital Revolution in Welfare Practice and Clinical Management. Description of New Digital Tools 
6.4.2. Experiences with Networks and Blogs of Health Professionals

Module 7. Management and Economic Assessment

7.1. Cost Calculation

7.1.1. Weighting and Calculation of Health Costs 

7.1.1.1. Cost/Benefit 
7.1.1.2. Cost/Utility 
7.1.1.3. Cost/Productivity 

7.2. Accounting Basis

7.2.1. General Accounting Principles 
7.2.2. What is a Budget? Types of Budgeting and Financial Management 
7.2.3. Retrospective Budget of Income and Expenses 
7.2.4. Public Prospective Budget by Sections 

7.3. Budget and Purchasing

7.3.1. Purchasing Management. Purchasing and Procurement Commissions 
7.3.2. Integrated Procurement Systems. Centralized Purchasing 
7.3.3. Management of Public Service Contracting: Tenders and Agreements 
7.3.4. Hiring in the Private Sector 
7.3.5. Supply Logistics 

7.4. Efficiency and Sustainability of the Health System

7.4.1. Financial Situation of the Public Health System, Sustainability Crisis 
7.4.2. Spending for Health Benefits. Comparison of Investments to Gain More Health 
7.4.3. Controlling Expenditures in the Public Health System

7.5. Funding Models

7.5.1. Financing Based on Historical Budget and Activity 
7.5.2. Capitation Funding 
7.5.3. Financing by DRGs and Processes, Payment per Procedure 
7.5.4. Incentives to Professionals Based on Funding

7.6. Management Agreements

7.6.1. Management Agreements. Definition and Models 
7.6.2. Development and Assessment of a Management Agreement

Module 8. Quality Management

8.1. Quality in Health Care

8.1.1. Definitions of Quality and of the Historical Development of the Concept. Quality Dimensions 
8.1.2. Quality Assessment and Improvement Cycle 
8.1.3. EFQM Quality Improvement Model. Implementation. 
8.1.4. ISO Standards and External Quality Accreditation Models

8.2. Quality of Healthcare Programs

8.2.1. Quality Circles 
8.2.2. Continuous Quality Improvement Strategies 
8.2.3. LEAN

Module 9. Management by Process Lean Healthcare

9.1. Management of "What": Process Management and Management by Processes

9.1.1. Conceptual Principles 
9.1.2. Process Management

9.2. Management of "How"

9.2.1. Health Care Processes 
9.2.2. Integrated Healthcare Processes 
9.2.3. Procedures  
9.2.4. Standard Operating Procedures (SOP) 
9.2.5. Protocols 
9.2.6. Clinical Practice Guidelines. Grade Method. AGREE Instrument 
9.2.7. Clinical Pathways 
9.2.8. Care Guidelines

9.3. Process Improvement

9.3.1. Continuous Process Improvement. PDCA Cycle (Plan, Do, Check, Act) 
9.3.2. Process Re-engineering 
9.3.3. Other Methods for Process Improvement

Module 10. Competency Management

10.1. Performance Evaluation. Competency Management

10.1.1. Definition of Competencies 
10.1.2. Performance Evaluation Procedure. Implementation
10.1.3. Feedback From the Professions to Improve Performance and Self-Evaluation
10.1.4. Training Itinerary Design for Skills Development

10.2. Methods and Techniques

10.2.1. The Assessment Interview. Instructions for the Assessor 
10.2.2. Main Common Errors and Barriers in the Evaluation 
10.2.3. Motivational Interview 
10.2.4. Miller’s Pyramid

Module 11. Patient Security

11.1. Patient Safety: Evolution Over Time

11.1.1. Introduction and Definition. Background and Current Situation 
11.1.2. Basic Studies on Patient Safety

11.2. Nosocomial Infections

11.2.1. Surveillance and Control Networks and Programs of Hospital-Acquired Infections 
11.2.2. Asepsis, Disinfection and Sterilization

11.3. Prevention

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

11.4. Information and Record Systems

11.4.1. Adverse Event Reporting and Recording Systems 

11.5. Secondary and Tertiary Victims.

11.5.1. Health Professionals in the Face of Adverse Effects 
11.5.2. Recovery Trajectory and Emotional Support 
11.5.3. Impact on Corporate Image

Module 12. Quality Accreditation in Healthcare

12.1. Accreditation in Health Care

12.1.1. Peculiarities of Health Service Accreditation 
12.1.2. The Value of Being Accredited. Benefits on the Organization and Patients 
12.1.3. Health Accreditation in Clinical Services

12.2. Joint Commission International 

12.2.1. Criteria and Process Phases

12.3. EFQM Model 

12.3.1. The Concept of Self-assessment 
12.3.2. Improvement Plans 
12.3.3. An Example of EFQM Model Implementation in a Hospital and in an Area of Health Care

12.4. ISO Accreditation

12.4.1. Definition and General Criteria
12.4.2. ISO 9001
12.4.3. ISO 14001
12.4.4. Other Types of ISO Relevant to the Health Sector

Module 13. Leadership Management

13.1. Team Leadership

13.1.1. Theories on the Nature and Origin of Authority: Traditional or Institutional Views: Functional Approach Behavioral Approach Integrative Approach 
13.1.2. Authority and Power, Types of Power 
13.1.3. Leadership. Components of Leadership and Types 
13.1.4. How to Create a Leader 
13.1.5. New Leadership Models. Situational and Coach Leader 
13.1.6. The Term ‘Staff’, Functional Hierarchical Scheme, Different Types of Staff, Line and Staff Concepts; Theories, Influence of Cultures on Leadership

13.2. Motivation 

13.2.1. Motivating Agents. Intrinsic and Extrinsic Motivation 
13.2.2. Differences Between Motivation and Satisfaction and Their Different Theories 
13.2.3. Evidence Available on How to Motivate Professionals

13.3. Delegation.

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

13.4. Executive Coaching. 

13.4.1. Coaching. Types of Coaching 
13.4.2. Organizational Benefits and Applications to the Health Sector. Examples

Module 14. Change, Decision-Making and Time Management

14.1. Decision Making

14.1.1. Deciding as an Organizational Process
14.1.2. Decision Process Phases
14.1.3. Features of any Decision

14.2. The Decision Process

14.2.1. Centralized Decision-Making Process, Individual Decision-Making Process, Group Decision-Making Process 
14.2.2. Limiting Factor Principle. Cost Effectiveness and Efficiency in the Decision-Making Process 
14.2.3. Choosing the Best Solution. Prioritization. Decision Tree

14.3. Time, Stress and Happiness Management

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

Module 15. Internal Communication in Management

15.1. Communication 

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

15.2. Meetings

15.2.1. Techniques for Holding Profitable Meetings. Preparation for Meetings and Types of Meetings. Participant Selection 
15.2.2. Care and Technical Committees and Commissions and Technical Committees and Commissions in Hospitals and Health Centers and Areas 
15.2.3. Negotiation. Strategy Types, Assertiveness Win-Win Strategy 

15.3. Conflict Management

15.3.1. Possible Conflicts in Health Organizations Preventive Strategies 
15.3.2. Conflict Management. Mediation

Module 16. Creating a Personal Brand

16.1. Public Profile

16.1.1. Presenting Ourselves to the World. Our Digital Footprint 
16.1.2. Professional Profile on Professional Social Networks 
16.1.3. Digital Reputation. Positive References 
16.1.4. Cover Letter

16.2. Interview for a Managerial Position

16.2.1. How to Tackle an Interview 
16.2.2. Messages From our Body During an Interview Kinesics

Module 17. Communication and Marketing in Health

17.1. Marketing and Social Media

17.1.1. Definition of the Term. Dimensions of Marketing. Marketing Mission and Cycles. Marketing Tools 
17.1.2. Patient, Client, User? Marketing Aimed at Public Health Care Users 
17.1.3. External Marketing Planning in a Private Center 
17.1.4. The Internal Client. Marketing and Internal Communication Plans in Health Institutions 
17.1.5. Management of Institutional Presence in Networks. Facebook 
17.1.6. Use of Twitter by the Organization 
17.1.7. The Use of Twitter by the Organization and on a Professional Level 
17.1.8. Use of Other Networks: Instagram, Tumbler, etc.

17.2. Communication in Organizations

17.2.1. Communication Systems in Organizations. Intranet/Internet 
17.2.2. Communication Specific to Welfare Institutions. Hospitals. 
17.2.3. Welfare Awards. Submission of Candidatures 
17.2.4. Organization of Conferences, Congresses and Other Educational Events 
17.2.5. Managing Local Communication: Press 
17.2.6. Managing Local Communication: Radio 
17.2.7. Managing Local Communication: Television 
17.2.8. External Conflicts. Information Crises Due to Bad News and How it is Managed

17.3. Relations with Social Agents, Users and Suppliers

17.3.1. Communication with Citizens, and with Patient and Consumer– User Associations. 
17.3.2. Communication with Political Leaders, Owners-Shareholders and Suppliers 
17.3.3. Collaboration with the Pharmaceutical Industry 
17.3.4. Internationalisation of the Health Sector. Health Tourism

17.4. Corporate Social Responsibility. Good Healthcare Governance

17.4.1. CSR in the Welfare Sector. CSR Strategic Plans in Organizations. Good Healthcare Governance: Transparency on the Part of Public and Private Companies 
17.4.2. Environmental Management and Energy Efficiency in Healthcare Institutions 
17.4.3. Development Cooperation Through Health Institutions 
17.4.4. Networking. Strategic Partnerships 
17.4.5. The Patient Portal. Health Promotion and Disease Prevention Through the Internet

Module 18. Teaching and Research Management

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

18.1.1. Epidemiology and Clinical Epidemiology 
18.1.2. Main Study Designs in Clinical Research 
18.1.3. Quality of Studies: Reliability and Validity. Biases

18.2. Sources of Information for Research and Sourcing Strategies 

18.2.1. Clinical Research Questions  
18.2.2. Information Sources 
18.2.3. Where and How to Search for Information  
18.2.4. Searching  
18.2.5. Databases

18.3. Critical Reading of Articles

18.3.1. Phases in Critical Reading
18.3.2. Tools for Critical Reading
18.3.3. Main Mistakes

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

18.4.1. Research Project Design  
18.4.2. Funding in Research 
18.4.3. Exploitation of Research Results

18.5. Communication and Dissemination of Research Findings

18.5.1. Research Reports 
18.5.2. Choosing a Journal for Publication 
18.5.3. Some Style Recommendations

Module 19. Leadership, Ethics and Social Responsibility in Companies

19.1. Globalization and Governance 

19.1.1. Governance and Corporate Governance 
19.1.2. The Fundamentals of Corporate Governance in Companies 
19.1.3. The Role of the Board of Directors in the Corporate Governance Framework 

19.2. Cross-Cultural Management 

19.2.1. Concept of Cross-Cultural Management 
19.2.2. Contributions to the Knowledge of National Cultures 
19.2.3. Diversity Management 

19.3. Business Ethics 

19.3.1. Ethics and Morality 
19.3.2. Business Ethics 
19.3.3. Leadership and Ethics in Companies 

19.4. Sustainability 

19.4.1. Sustainability and Sustainable Development 
19.4.2. The 2030 Agenda 
19.4.3. Sustainable Companies 

19.5. Corporate Social Responsibility 

19.5.1. International Dimensions of Corporate Social Responsibility 
19.5.2. Implementing Corporate Social Responsibility 
19.5.3. The Impact and Measurement of Corporate Social Responsibility 

19.6. Responsible Management Systems and Tools 

19.6.1. CSR: Corporate Social Responsibility 
19.6.2. Essential Aspects for Implementing a Responsible Management Strategy  
19.6.3. Steps for the Implementation of a Corporate Social Responsibility Management System  
19.6.4. Tools and Standards of CSR 

19.7. Multinationals and Human Rights 

19.7.1. Globalization, Multinational Corporations and Human Rights 
19.7.2. Multinational Corporations and International Law 
19.7.3. Legal Instruments for Multinationals in the Field of Human Rights

19.8. Legal Environment and Corporate Governance 

19.8.1. International Rules on Importation and Exportation 
19.8.2. Intellectual and Industrial Property 
19.8.3. International Labor Law 

Module 20. Commercial Management and Strategic Marketing

20.1. Commercial Management 

20.1.1. Conceptual Framework of Commercial Management 
20.1.2. Commercial Strategy and Planning 
20.1.3. The Role of Sales Managers 

20.2. Digital Marketing and e-Commerce 

20.2.1. Objectives of Digital Marketing and e-Commerce 
20.2.2. Digital Marketing and the Media It Uses 
20.2.3. E-Commerce. General Context 
20.2.4. Categories of e-Commerce 
20.2.5. Advantages and Disadvantages of e-Commerce Compared to Traditional Commerce 

20.3. Digital Marketing to Reinforce a Brand 

20.3.1. Online Strategies to Improve Brand Reputation 
20.3.2. Branded Content and Storytelling 

20.4. Digital Marketing to Attract and Retain Customers 

20.4.1. Loyalty and Engagement Strategies Using the Internet 
20.4.2. Visitor Relationship Management 
20.4.3. Hypersegmentation 

20.5. Digital Campaign Management 

20.5.1.  What Is a Digital Advertising Campaign? 
20.5.2. Steps to Launch an Online Marketing Campaign 
20.5.3. Mistakes in Digital Advertising Campaigns 

20.6. Sales Strategy 

20.6.1.  Sales Strategy 
20.6.2. Sales Methods 

20.7. Corporate Communication 

20.7.1. Concept 
20.7.2. The Importance of Communication in the Organization 
20.7.3. Type of Communication in the Organization  
20.7.4. Functions of Communication in the Organization  
20.7.5. Elements of Communication 
20.7.6. Problems of Communication 
20.7.7. Communication Scenarios 

20.8. Digital Communication and Reputation 

20.8.1. Online Reputation 
20.8.2. How to Measure Digital Reputation? 
20.8.3. Online Reputation Tools 
20.8.4. Online Reputation Report 
20.8.5. Online Branding 

Module 21. Executive Management

21.1. General Management 

21.1.1. The Concept of General Management 
21.1.2. The Role of the CEO 
21.1.3. The CEO and their Responsibilities 
21.1.4. Transforming the Work of Management 

21.2. Manager Functions: Organizational Culture and Approaches 

21.2.1. Manager Functions: Organizational Culture and Approaches 

21.3. Operations Management 

21.3.1.  The Importance of Management 
21.3.2. Value Chain 
21.3.3. Quality Management 

21.4. Public Speaking and Spokesperson Education 

21.4.1. Interpersonal Communication 
21.4.2. Communication Skills and Influence 
21.4.3. Communication Barriers 

21.5. Personal and Organizational Communication Tools 

21.5.1. Interpersonal Communication 
21.5.2. Interpersonal Communication Tools 
21.5.3. Communication in the Organization 
21.5.4. Tools in the Organization 

21.6. Communication in Crisis Situations 

21.6.1. Crisis 
21.6.2. Phases of the Crisis 
21.6.3. Messages: Contents and Moments 

21.7. Preparation of a Crisis Plan 

21.7.1. Analysis of Possible Problems 
21.7.2. Planning 
21.7.3. Adequacy of Personnel 

21.8. Emotional Intelligence 

21.8.1. Emotional Intelligence and Communication 
21.8.2. Assertiveness, Empathy, and Active Listening 
21.8.3. Self- Esteem and Emotional Communication 

21.9. Leadership and Team Management 

21.9.1. Leadership and Leadership Styles 
21.9.2. Leadership Skills and Challenges 
21.9.3. Managing Change Processes 
21.9.4. Managing Multicultural Teams 

A unique, key and decisive educational experience to boost your professional development and make the definitive leap”