This Professional master’s degree takes a dynamic and multidisciplinary approach, perfect for updating your knowledge in Hospital and Health Services Management" 

Studying how to manage institutions and organizations can bring a higher degree of quality to the organization of healthcare processes. This program aims to train managers by developing skills, techniques, methodologies and tools that promote their leadership drive, activity management, and team management in a more efficient way using the latest educational technology.

Generally, if a professional is appointed manager of a hospital and does not have adequate training or previous experience, they lack leadership skills and the ability to manage change, as well as finding it difficult to manage relationships (both internal and external). 

This may complicate negotiations and cause issues with financial, legal and regulatory management.

This Professional Master’s Degree has been designed to enable students to effectively face these and many other day-to-day problems in hospital management, by developing the skills set out in the Leadership Competencies for Healthcare Services Managers document, issued by the International Hospital Federation.
It combines the best of an Online Business School to develop managerial skills, together with management, communication and social and professional responsibility skills, coupled with the social awareness and ethical conduct required in a position of responsibility in a hospital; that is what we intend to achieve in a program like this. The practical nature of the topics makes it easy for each student to transmit their experience and professional background, making each session, within the context of the program, an opportunity to expand knowledge and put it into action.

In addition, during the training you will receive 10 Masterclasses given by an internationally renowned expert with a long track record in economic management and performance evaluation in hospitals. In this way, thanks to this academic degree, the graduate will acquire expertise in this field. In addition, thanks to the most complete and up-to-date theoretical and practical contents on the market, the student will assimilate the knowledge in an intuitive way. All this through a 100% online program that avoids the face-to-face classes with stipulated schedules, and provides students with effective professional development.

Get specialized through this program,from the hand of an international expert in financial management of healthcare centers of the highest prestige"

This Professional master’s degree in MBA in Hospital and Health Services Management contains the most complete and up-to-date scientific program on the market. The most important features include:

• The development of practical cases presented by experts in Hospital and Health Services Management
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
• Practical exercises where the self-assessment process can be carried out to improve learning
• Its special emphasis on innovative methodologies
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection work
• Content that is accessible from any fixed or portable device with an Internet connection

This program is the best investment you can make in the selection of a training program for two reasons: in addition to qualifying you as a healthcare manager, you will obtain a degree from TECH Global University"

The program’s teaching staff includes professionals from the sector who contribute their work experience to this educational program, as well as renowned specialists from leading societies and prestigious universities.

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide immersive education programmed to prepare for real situations.

This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise during the course. For this purpose, the students will be assisted by an innovative interactive video system created by renowned and experienced experts.

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 activities"

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

The structure of the syllabus has been designed by a team of professionals with knowledge of the implications of Clinical Management and Administration training, and who are aware of the relevance of the up-to-date specialization and committed to quality teaching using new educational technologies.

This Professional master’s degree inMBA in Hospital and Health Services Management , contains the most complete and up-to-date Scientific program on the market”

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 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. Planners, Funders, Suppliers and Managers, Relationships and Differences

1.5.1. Control and Inspection
1.5.2. Citizens: Clients and Patients. Patient Associations
1.5.3. Professionals: Trade Unions and Professional Societies
1.5.4. Activists: Citizen Platforms and Pressure Groups

1.6. Future Organization

1.6.1. Organizational Environment
1.6.2. Knowledge Management as the Driving Force of the Organization of the Future
1.6.3. 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. General Health Law and Basic Health Structures

2.3.1. Health Services of the Autonomous Communities and Territorial Coordination. The Interterritorial Health Council
2.3.2. Comparison of the Autonomous Communities’ Health Service Organization and Resources

2.4. Evolution and Other Aspects of Health Systems

2.4.1. Complexity and Chronicity Care
2.4.2. Information Technology as a Driver for the Transformation of Healthcare Systems
2.4.3. Promotion of Health and Heath Education Prevention
2.4.4. Traditional Public Health and Its Evolution
2.4.5. Health Coordination or Integration. The Concept of a Public Health Space

2.5. Alternatives to the Traditional Management Models

2.5.1. Evaluation of New Management Models. Results and Experience

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

3.1. Classical 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 within 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. Knowledge Management Tools for 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. Promotion of Health and Heath 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. Definitions and Regulation of Clinical Analysis Management

4.1.1. Different Definitions and Visions of Clinical Management
4.1.2. Different decrees and Regulations on 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. Stanford University
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 Perspectives

Module 6. People and Talent Management

6.1. Working Hours; Leaves and Leaves of Absence for Statutory Personnel and Civil Servants

6.1.1. Collective Bargaining Agreements in the Health Sector
6.1.2. Shift Work and On-call System. Shift Planning Systems. Turnover. Continued Care
6.1.3. Demand-Driven Staffing

6.2. Public Employment Offers. Types of offers. Merit Scales

6.2.1. Personnel Selection Systems in the Private Sector
6.2.2. Terminations or Dismissals, Motivation, Justification and Communication, thereof

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

6.3.1. Welcoming, Mentoring and Dismissal Plans
6.3.2. Talent Detection and Development
6.3.3. Institutional and Social Climate: Measurement and Improvement

6.4. Staffing and Performance Calculations

6.4.1. Estimated Staffing Requirements
6.4.2. Staffing Calculation
6.4.3. Allocate Time for Healthcare Activity

6.5. Visibility in Clinical and Care Management: Blogs and Networks

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

6.6. Health Professionals and Types of Relationships

6.6.1. The Digital Revolution in Welfare Practice and Clinical Management. Description of New Digital Tools
6.6.2. 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 Income and Expenses Budget
7.2.4. Prospective Public Budget by Chapters

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 Procurement: Competitions, Bid for Tenders
7.3.4. Hiring in the Private Sector
7.3.5. Supply Logistics

7.4. Efficiency and Sustainability of Health Systems

7.4.1. Financial Situation of the Public Health System, Sustainability Crisis
7.4.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits
7.4.3. Expenditure Control 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 for 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 Professions for Improving their 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 Impediments in Assessment
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. Hospital Infection Control and Surveillance Programs and Networks
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. Specific Features of Health Services Accreditation
12.1.2. The Value of Being Accredited. How the Organization and Patients Benefit
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 Leadership Coaching
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. Available Evidence 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. Healthcare and Technical Committees and Commissions in Hospitals, Centers and Areas of Health Care
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. Body Language 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 Healthcare Institutions
17.1.5. Management of Institutional Presence on Social Networks. Facebook
17.1.6. Use of Twitter by the Organization
17.1.7. Use of LinkedIn by the Organization 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. Presentation of Nominations
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 the Public, Patient and Consumer Associations - Users
17.3.2. Communication With Political Leaders, Shareholder-Owners 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 Healthcare 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 Diffusion 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”