MBA in Nursing Management and Administration

The new scenarios in healthcare and hospital management push us to propose new specialization programs that meet the real needs of experienced professionals, so that they can incorporate new developments in the field into their daily practice”   

The study of the management of healthcare institutions can bring a higher degree of quality to the healthcare organization. The new challenges of the profession, such as research, the improvement of nursing care, the need to increase efficiency in the use of resources, assume new leadership or gain its position in the interdisciplinary team, are not simple challenges to address.

This educational program follows the competency development guidelines for managers in the health, social and social care sector, based on the International Hospital Federation's Leadership Competencies for Healthcare Services Managers. It combines the best of an Online Business School to develop managerial skills, together with management, communication and social and professional responsibility skills, together with the social awareness and ethical conduct required in a position of hospital responsibility.

We will not only take you through the theoretical knowledge we offer, but we will introduce you to another way of studying and learning, one which is simpler, more organic, and efficient. We will work to keep you motivated and to create in you a passion for learning. And we will push you to think and develop critical thinking.  

This Advanced Master's Degree is designed to give you access to the specific knowledge of this discipline in an intensive and practical way. A great value for any professional. Additionally, as it is a 100% online education, it is the students themselves who decide where and when to study. No fixed schedules and no obligation to travel to the classroom, which facilitates the reconciliation of work and family life.

In addition, TECHhas incorporated a unique collection of 10 additional Masterclasses, developed by a renowned international expert in Nursing and Healthcare Management. This will allow graduates to improve their clinical practice under the guidance of a professional with extensive experience.

Looking to improve your Nursing and Healthcare Management skills? Thanks to TECH, you will have access to a set of 10 Masterclasses developed by a leading international expert”

This Advanced master’s degree in MBA in Nursing Management and Administration contains the most complete and up-to-date scientific program on the market. The most important features include:

• The latest technology in online teaching software 
• A highly visual teaching system, supported by graphic and schematic contents that are easy to assimilate and understand
• Practical cases presented by practicing experts 
• State-of-the-art interactive video systems
• Teaching supported by remote education 
• Continuous updating and retraining systems 
• Autonomous learning: full compatibility with other occupations  
• Practical exercises for self-evaluation and learning verification.
• Support groups and educational synergies: Questions to the expert, discussion forums and knowledge 
• Communication with the teacher and individual reflection work  
• Content that is accessible from any, fixed or portable device with an Internet connection. 
• Supplementary documentation databases are permanently available, even after the education has ended.           

An educational program created for professionals who aspire to excellence that will allow you to acquire new skills and strategies in a smooth and effective way"  

Our teaching staff is made up of working professionals. In this way, we ensure that we provide you with the up-to-date education we are aiming for. A multidisciplinary team of professionals qualified and experienced in different fields, who will develop the theoretical knowledge in an efficient way but, above all, will put at the service of the specialization the practical knowledge derived from their own experience.    

This mastery of the subject is complemented by the effectiveness of the methodological design of this Advanced Master's Degree, which has been developed by a multidisciplinary team of e-learning experts and integrates the latest advances in educational technology. In this way, you will be able to study with a range of easy-to-use and versatile multimedia tools that will give you the necessary skills you need for your specialization.    

The design of this program is based on Problem-Based Learning, an approach that conceives learning as a highly practical process. To achieve this remotely, we will use telepractice with the help of an innovative interactive video system and Learning from an Expert, you will be able to acquire the knowledge as if you were facing the scenario you are learning at that moment. A concept that will allow you to integrate and fix learning in a more realistic and permanent way.   

A deep and complete dive into the strategies and approaches to leadership and management in nursing"

 We have the best teaching methodology and a multitude of simulated cases that will help you develop in real situations"

The contents of this specialisation have been developed by the different teachers of this Advanced Master’s Degree, with a clear purpose: to ensure that our students acquire each and every one of the necessary skills to become true experts in this field. The content of this Grand Master’s Degree enables you to learn all aspects of the different disciplines involved in this field. A complete and well-structured program that will take you to the highest standards of quality and success.    

Thanks to a very well compartmentalized development, you will be able to access the most advanced knowledge of the moment to develop with ease and efficiency in this industry”    

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance 
1.1.1. Globalization and Trends: Internationalization of Markets
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability
1.2.  Leadership
1.2.1. Intercultural Environment
1.2.2. Leadership and Business Management
1.2.2. Management Roles and Responsibilities
1.3. Business Ethics 
1.3.1. Ethics and Integrity
1.3.2. Ethical Behavior in Companies
1.3.3. Deontology, Codes of Ethics and Codes of Conduct
1.3.4. Fraud and Corruption Prevention
1.4. Sustainability
1.4.1. Business and Sustainable Development
1.4.2. Social, Environmental, and Economic Impact
1.4.3. The 2030 Agenda and the SDGs
1.5. Corporate Social Responsibility 
1.5.1. Corporate Social Responsibility
1.5.2. Roles and Responsibilities
1.5.3. Implementing Corporate Social Responsibility

Module 2. Strategic Direction and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organizational Analysis
2.1.3. Designing the Organizational Structure

2.2. Corporate Strategy 

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

2.3. Strategic Planning and Strategy Formulation

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

2.4. Strategy Models and Patterns

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

2.5. Strategic Management

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

2.6. Implementing and Executing Strategy

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

2.7. Executive Management

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

2.8. Analyzing and Solving Cases/Problems 

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

Module 3. People and Talent Management

3.1. Organizational Behavior

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

3.2. Strategic People Management

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

3.3. Management and Leadership Development

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

3.4. Change Management

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

3.5. Negotiation and Conflict Management 

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

3.6.  Executive Communication

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

3.7. Team Management and People Performance

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

3.8.  Knowledge and Talent Management

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

Module 4. Economic and Financial Management

4.1.  Economic Environment

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

4.2. Executive Accounting

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

4.3. Budget and Management Control

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

4.4. Corporate Tax Responsibility

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

4.5. Corporate Control Systems

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

4.6. Financial Management 

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

4.7. Financial Planning

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

4.8. Corporate Financial Strategy

4.8.1. Corporate Financial Investments
4.8.2. Strategic Growth: Types

4.9. Macroeconomic Context

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

4.10. Strategic Financing

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

4.11. Money and Capital Markets 

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

4.12. Analyzing and Solving Cases/Problems

4.12.1. Problem Solving Methodology
4.12.2. Case Method

Module 5. Operations and Logistics Management 

5.1. Operations Management

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

5.2. Purchasing Management

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

5.3. Supply Chain Management (1)

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

5.4. Supply Chain Management (2). Implementation

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

5.5. Logistical Processes

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

5.6. Logistics and Customers 

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

5.7. International Logistics

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

5.8. Competing through Operations 

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

Module 6. Information Systems Management 

6.1. Information Systems Management

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

6.2. Information Technology and Business Strategy 

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

6.3.  IS Strategic Planning  

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

6.4. Information Systems and Business Intelligence

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

6.5. New ICT-Based Business Models

6.5.1. Technology-Based Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning the Value Chain Processes

6.6. E-Commerce

6.6.1. E-Commerce Strategic Plan.
6.6.2. Logistics Management and Customer Service in E-Commerce.
6.6.3. E-Commerce as an Opportunity for Internationalization

6.7. e-Business Strategies

6.7.1. Social Media Strategies
6.7.2. Optimizing Service Channels and Customer Support
6.7.3. Digital Regulation

6.8. Digital Business.

6.8.1. Mobile E-Commerce
6.8.2. Design and Usability
6.8.3. E-Commerce Operations.

Module 7. Commercial Management, Marketing, and Corporate Communications 

7.1. Commercial Management 

7.1.1. Sales Management
7.1.2. Commercial Strategy
7.1.3. Sales and Negotiation Techniques
7.1.4. Management of Sales Teams

7.2. Marketing

7.2.1. Marketing and the Impact on the Company  
7.2.2. Basic Marketing Variables  
7.2.3. Marketing Plan 

7.3. Strategic Marketing Management

7.3.1. Sources of Innovation
7.3.1. Current Trends in Marketing  
7.3.2. Marketing Tools  
7.3.3. Marketing Strategy and Communication with Customers 

7.4. Digital Marketing Strategy 

7.4.1. Approach to Digital Marketing   
7.4.2. Digital Marketing Tools    
7.4.3. Inbound Marketing and the Evolution of Digital Marketing

7.5. Sales and Communication Strategy

7.5.1. Positioning and Promotion  
7.5.2. Public Relations   
7.5.3. Sales and Communication Strategy

7.6. Corporate Communication

7.6.1. Internal and External Communication  
7.6.2. Communication Departments  
7.6.3. Communication Managers: Managerial Skills and Responsibilities

7.7. Corporate Communication Strategy

7.7.1. Corporate Communication Strategy    
7.7.2. Communication Plan  
7.7.3. Press Release/Clipping/Publicity Writing

Module 8. Innovation and Project Management

8.1. Innovation

8.1.1. Macro Concept of Innovation  
8.1.2. Types of Innovation  
8.1.3. Continuous and Discontinuous Innovation  
8.1.4. Training and Innovation 

8.2. Innovation Strategy

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

8.3. Business Model Design and Validation

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

8.4. Project Management

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

Module 9. Planning and Control of Health Organizations

9.1. The Process of Strategic Planning        

9.1.1. Definition of Planning in Healthcare        
9.1.2. Planning Principles in Healthcare    
9.1.3. Planning Levels    
9.1.4. Stages in the Planning Process        
9.1.5. Strategic Planning    
9.1.6. Explicit Mission, Vision, and Values        
9.1.7. Analysing the Situation    
9.1.8. Establishing Strategic Lines, Objectives and Goals Action Plan
9.1.9. Planning and Continuous Quality Improvement        
9.1.10. Advantages of Strategic Planning    
9.1.11. Limitations of Strategic Planning        
9.1.12. Assessment

9.2. Management by Values and Objectives        

9.2.1. Management by Values and Objectives        
9.2.2. Strategic Lines and Objectives    
9.2.3. Monitoring Actions and Ongoing Evaluation        
9.2.4. Planning and Management Techniques    
9.2.5. Healthcare Management Plans, Programs and Projects    
9.2.6. Planning Assessment        

9.3. Organizational Theory Applied to Healthcare        

9.3.1. Types of Organization    
9.3.2. Organizational Behavior        
9.3.3. Characteristics of Public Healthcare Organization    
9.3.4. New Organizational Models        

9.4. Management and Direction        

9.4.1.The Concept of Management        
9.4.2. Management Function    
9.4.3. Other Theories on the Managerial Function    
9.4.4. Collegiate Management Bodies        

9.5. Management Control        

9.5.1. Definition, Types and Procedures        
9.5.2. Audits, Permanent Control and Monitoring

Module 10. Health Systems and Policies        

10.1. Health Systems        

10.1.1. Main Health System Models        
10.1.2. The Spanish Healthcare System BORRAR        
10.1.3. Health System Models: Beveridge        
10.1.4. Health System Models: Bismarck        

10.2. Healthcare Financing and Provision        

10.2.1. Components and Actors in Health Systems        
10.2.2. Types of Financing    
10.2.3.  Financing Health Systems    
10.2.4. Health financing in Spain. BORRAR Dependence and Evolution 
10.2.5. The Right to Health Care. Basic and Complementary Services Portfolio
10.2.6. Different Provision Models in an NHS        
10.2.7. Co-payment and User Financing        

10.3. National Health System        

10.3.1. Basic Definitions    
10.3.2. Basic Objectives in the Health System in Spain 
10.3.3. Historical Background BORRAR         
10.3.4. General Health Law, Law 14, April 25, 1986 
10.3.5. Cohesion and Quality Law (2003): Law 16/2003, May 28, 2003 
10.3.6. Spanish Health Authorities BORRAR        
10.3.7. Functional Organization in the National Health System        
10.3.8. Territorial Organization in the National Health System        
10.3.9. NHS Challenges: Levels and Competencies to Improve Quality and Sustainability

10.4. Evolution and Other Aspects of Health Systems        

10.4.1. Information Technology as a Driver for the Transformation of Healthcare Systems    
10.4.2. Impact of Appropriate ICT-Based Knowledge Management
10.4.3. Public Health. Promotion of Health and Heath Education. Prevention
10.4.4. Social and Health Coordination or Integration. The Concept of a Public Social Health Space    

10.5. Alternatives to the Traditional Management Models        

10.5.1. Description of the New Management Formulas in the NHS    
10.5.2. Evaluation of New Management Models. Results and Experience

Module 11. The Nursing Department in the Health System

11.1. Nursing Department and Strategic Management        

11.1.1. Introduction    
11.1.2. Structure and Content of Health System Authorities
11.1.3. Nursing Administration        
11.1.4. Nurse Managers    
11.1.5. The Concept of Strategic Management in a Nursing Department
11.1.6. Creating High-Performance Teams        

11.2. Information Systems in Nursing        

11.2.1. Introduction    
11.2.2. The Importance of Knowledge Management through ICT in Health Organizations    
11.2.3. ICT and Decision Making. Interpretation of Indicators and Scorecards        
11.2.4. The Impact of ICT and Information Systems on Clinical Efficiency, Quality and Safety. ICT, Communication and Management?
11.2.5. Intranet Nursing Administration. A Design    

11.3. Continued Service        

11.3.1. Introduction    
11.3.2. Levels of Care. Single or Integrated Management    
11.3.3. Continued Service and Continued Care    
11.3.4. Care Pathways and Integrated Care Processes
11.3.5. New Nursing Care Roles: Primary Care, Hospital Liaison Manager, and Complex Primary Care Case Manager    
11.3.6. Strategies to Improve Continued Service        

11.4. Bioethics in Nursing Procedures and Value-Based Management

11.4.1. Introduction and Concepts        
11.4.2. Principles of Bioethics        
11.4.3. The Role of Nurses in Ethical Decision Making in Interdisciplinary Teams
11.4.4. Ethics Committees in Health Organizations        
11.4.5. Values Management        

11.5. Managing Nursing Knowledge        

11.5.1. Introduction         
11.5.2. Knowledge Management in Healthcare Organizations. Teaching and Training Committees and Commissions        
11.5.3. Undergraduate Teaching in Health Institutions. Tutoring        
11.5.4. Tools for Knowledge Management in Nursing Administration

11.6. Visibility in Nursing: Blog and Networks        

11.6.1. Introduction        
11.6.2. The Digital Revolution in Health Care. Description of New Digital Tools. How to Improve Visibility        
11.6.3. Experiences on Nursing Networks and Blogs
11.6.4. Concept of Hospital or Liquid Health Organization

Module 12. Clinical and Nursing Care Management    

12.1. Normalization of Nursing Language        

12.1.1. Introduction
12.1.2. Importance of Standardizing Nursing Languages    
12.1.3. Standardized Nursing Terminologies        
12.1.4. NANDA International        
12.1.5. The Core of Nursing Classifications and Clinical Effectiveness    
12.1.6. NANDA Nursing Diagnoses        
12.1.7. NOC Results        
12.1.8. NIC Interventions    
12.1.9. NNN Taxonomy        

12.2. Information and Registering Systems in Nursing        

12.2.1. Introduction        
12.2.2. Control Panels        
12.2.3. Electronic Medical Record/Electronic Health Record        
12.2.4. Nursing Records    
12.2.5. Application of Big Data in Healthcare        

12.3. Health Results        

12.3.1. Introduction        
12.3.2. Health Outcome Variables        
12.3.3. Measuring Results        
12.3.4. Health Outcome Research        
12.3.5. Determinants of Nurse Practice-Sensitive Outcomes     

12.4. Patient Classification Systems        

12.4.1. Introduction    
12.4.2. Diagnosis-Related Groups (DRGs)        
12.4.3. The NIPE (Standardization of Interventions for Nursing Practice) Project    
12.4.4. Patient Classification Systems in Nursing Care        

12.5. Evidence-Based Nursing        

12.5.1. Introduction    
12.5.2. Evidence-Based Nursing        
12.5.3. EBP Phases        
12.5.4. Measuring EBP    
12.5.5. Centers Committed to Excellent Care Project

12.6. Tools for Care Management: Clinical and Procedures Management    

12.6.1. Clinical Management        
12.6.2. Instruments for Clinical Management        

Module 13. People and Talent Management

13.1. Health Professionals        

13.1.1. Introduction    
13.1.2. Historical Context        
13.1.3. Law on the Organization of Health Professions (LOPS)        
13.1.4. General Principles of the Relationship Between Health Professionals and the People They Care For        
13.1.5. Types of Professionals        
13.1.6. Health Graduates. Article 7        
13.1.7. Professional Practice of Health Organizations. Article 8
13.1.8. Interprofessional Relationships and Teamwork. Article 9    
13.1.9. On Training Health Professionals        

13.2. Rights and Responsibilities Retributions         

13.2.1. Introduction    
13.2.2. Rights, Duties and Compensation        
13.2.3. Unions and Representation        
13.2.4. Participation and Collective Bargaining        
13.2.5. Personnel Boards and Company Councils        

13.3. Working Day in the Units and Services        

13.3.1. Introduction    
13.3.2. Types of Shift Work Organization

13.4. Tools for Employability in the Public and Private Field

Module 14. Management and Economic Assessment        

14.1. Bases of Accounting Applied to Economic Health Management        

14.1.1. Objectives        
14.1.2. What Is Economic-Financial Management?        
14.1.3. The Balance Sheet    
14.1.4. Income Statements        
14.1.5. Financial Management        

14.2. Efficiency and Sustainability of Health Systems        

14.2.1. Introduction
14.2.2. Definitions    
14.2.3. Macroeconomic Sustainability        
14.2.4. Factors Putting Upward Pressure on Public Health Spending, Compromising Its Sustainability        
14.2.5. Health Care Spending in the Autonomous Communities in Spain BORRAR    
14.2.6. Reduction in Public Health Spending in Recent Years BORRAR        
14.2.7. Use of Health Services. Supply and Demand        
14.2.8. Health System and Sustainability Reports    
14.2.9. Measures to Improve Health System Efficiency and Sustainability
14.2.10. Improving Efficiency through Process Management        
14.2.11. Summary and Recommendations to Improve Efficiency and Sustainability

14.3. Budget and Purchasing        

14.3.1. Budget Concept and Budgetary Principles        
14.3.2. Types of Budgets        
14.3.3. Budget Structure        
14.3.4. Budget Cycle        
14.3.5. Purchasing and Procurement Management        
14.3.6. Management of Public Service Procurement        

14.4. Financing and Payment Models        

14.4.1. Objectives        
14.4.2. Payment Models and Actors in the Health System        
14.4.3. Payment Models to Professionals        
14.4.4. Ideal Payment Model    
14.4.5. Payment Models and Incentive Models        
14.4.6. Assess Incentive Efficacy        

14.5. Nursing Contribution to the Evaluation of Medical Products Nursing Managers of Material Resources        

14.5.1. Introduction    
14.5.2. Why Put a Nurse in Charge of Material Resources?        
14.5.3. Material Resources Nurse Profile    
14.5.4. Competencies and Scope of Action    
14.5.5. Centralized Purchasing        
14.5.6. Technical Specification Elaborated by the Technical Commission    
14.5.7. Kanban System        

14.6. Cost Calculation        

14.6.1. Introduction        
14.6.2. Financial Assessment Fundamentals        
14.6.3. Critiques of the Fundamentals of Welfare Economics        
14.6.4. Classification of Accounting According to Purpose        
14.6.5. Defining and Classifying Costs        
14.6.6. Financial Assessments Used in Healthcare        
14.6.7. Cost Centers        
14.6.8. Process Cost and Patient Cost        

14.7. Management Agreements        

14.7.1. Introduction    
14.7.2. Strategic Planning as a Starting Point    
14.7.3. The Management Agreement or Program Contract        
14.7.4. Contents Normally Included in Management Agreements    
14.7.5. Management Agreements and Differential Compensation        
14.7.6.  Limitations and Aspects to Consider in a Management by Objectives System                    

Module 15. Quality Management            

15.1.  Quality        

15.1.1. Quality Care        
15.1.2. Health and Quality Activity Records    

Module 16. Competency Management        

16.1. Performance Assessment. Competency Management        

16.1.1. Definition of Competencies    
16.1.2. Performance Assessment Procedure Implementation        
16.1.3. Nursing Functions        
16.1.4. General and Specific Competencies in Nursing        
16.1.5. Feedback from Professions for Improving their Performance and Self-Evaluation
16.1.6. Training Itinerary Design for Skills Development
16.1.7. Intrinsic and Extrinsic Motivation to Improve Performance Methods
16.1.8. Most Important Principles of Change        

16.2. Methods and Techniques

Module 17. Patient Safety    

17.1. Patient Security        

17.1.1. Introduction and Definition Background and Current Situation        
17.1.2. Unambiguous Patient Identification, Tracking and Traceability Systems
17.1.3. Patients at Risk of Suffering Pression Ulcers        
17.1.4. Infection Risks Associated to Nursing Care. Venous Access Care        
17.1.5. Risk of Falling Fall Prevention and Monitoring in Hospitalized Patients        

17.2. Nosocomial Infections        

17.2.1. Nosocomial Infections. Definition and Classification, Evolution of EPINE Surveys
17.2.2. Nursing Care in Case of Intrahospital Infections        
17.2.3. Hospital Infection Control and Surveillance Programs and Networks
17.2.4. Asepsis, Disinfection and Sterilization    

17.3. Prevention        

17.3.1. Introduction    
17.3.2. Primary and Secondary Prevention. Types and Examples    
17.3.3. Preventing and Detecting Adverse Events in Preparing and Administering Medication        
17.3.4. Screening Programs: Breast Cancer. Management and Role of Nursing Staff    
17.3.5. Screening Programs: Colon Cancer. Nursing Role and Management
17.3.6. Managing a Vaccination Program. Childhood Vaccination. The Role of Nursing Staff    
17.3.7. Managing a Vaccination Program Flu Vaccination. The Role of Nursing    
17.3.8. FMEA: Failure Modes and Effects Analysis. Root Cause Analysis    

17.4. Information and Record Systems        

17.4.1. Information and Record Systems        
17.4.2. Benefits of Registration and Notification Systems        
17.4.3. Adverse Event Reporting and Recording Systems        
17.4.4. Detection        
17.4.5. Notification    
17.4.6. Classification

17.5. Secondary and Tertiary Victims        

17.5.1. Health Professionals in the Face of Adverse Effects        
17.5.2.Recovery Trajectory and Emotional Support        
17.5.3. Impact on Corporate Image    

Módulo18. Quality Accreditation in Healthcare        

18.1. Accreditation in Health Care        

18.1.1. Introduction
18.1.2. The Role of Accreditation in Quality Management Programs

18.2. Organizations and Criteria        

18.2.1. Introduction    
18.2.3. Accreditation Models        

18.3. Joint Commision International        

18.3.1. Introduction    
18.3.2. History        
18.3.3. Accreditation According to International Principles for Health Care Standards
18.3.4. The Joint Commision International        

18.4. EFQM Model        

18.4.1. Introduction    
18.4.2. Criteria in Models for Excellence        
18.4.3. The RADAR Logic Scheme        
18.4.4. Update of the EFQM Excellence Model 2013        

18.5. ISO Accreditation        

18.5.1. Introduction    
18.5.2. Rules Are Used as a Standard for Certification        
18.5.3. Health System Accreditation Status
18.5.4. Accreditation in Perspective: Main Theoretical-Practical Conflicts

Module 19. Managing Special and Hospitalization Services

19.1. Emergency Services Management        

19.1.1. Introduction
19.1.2. The Emergency Department. Physical Structure, Organization and Channels
19.1.3. Emergency Patient Care. Channels and Triage
19.1.4. Human and Material Resources. Calculation
19.1.5. Management of Observation and Short Stays in Emergency Departments
19.1.6. Pre-Entry and Pre-Admission Units
19.1.7. Feasible Improvements: Queue Management and Patient Traceability
19.1.8. Citizen Information in Emergencies
19.1.9. Emergency Planning and Evacuation

19.2. UCI Management        

19.2.1. ICU. Physical Structure, Organization and Channels        
19.2.2. Human Resource Allocation. Standards. ICU Nursing Competencies
19.2.3. Material Resources. Technology and Equipment. Monitoring    
19.2.4. Transplant Management. Transplant Patient Care. Transplant Team. Transplant Coordination        
19.2.5. Safety Management in the ICU. Zero Bacteremia Project        
19.2.6. Humanization in ICUs        

19.3. Surgical Unit Management        

19.3.1. The Surgical Unit. Physical Structure, Organization and Circuits. Restrictions
19.3.2. Coordination between Operating Rooms Surgical Performance and Operation Indicators. Surgical Scheduling. Imrpoving Performance    
19.3.3. Calculation of Human Resources in a Surgical Department        
19.3.4. Material Resource Calculation. Operating Room Technology and Maintenance    
19.3.5. Safety Management in a Surgical Department. Surgical Checklist. Surgical Hand Washing
19.3.6. Asepsis and Sterilization in Operating Rooms. Environmental Monitoring of the Operating Room 

19.4. Management of Hospitalization Units

19.4.1. Nursing Units Management. Physical Structure, Organization and Channels    
19.4.2. Patient Reception and the Humanization of Inpatient Care
19.4.3. Human Resources in Hospitalization Units        
19.4.4. Material Resources: Health Equipment and Technology        

19.5. Other Units or Special Services        

19.5.1. Hemodialysis Units. Physical Structure, Organization and Channels    
19.5.2. Hemodynamic Units. Physical Structure, Organization and Channels    
19.5.3. Stroke Units. Physical Structure, Organization and Channels        
19.5.4. Pain Management Units. Physical Structure, Organization and Channels    

Module 20. Managing Central Services        

20.1. Management of Central or Auxiliary Services        

20.1.1. Introduction        
20.1.2. Health Processes        
20.1.3. Hospital Services        
20.1.4. Central Services        
20.1.5. Central Services Components        

20.2. Radiodiagnostic Services Management        

20.2.1. Introduction        
20.2.2. Radiodiagnostic Services        
20.2.3. Strategic Analysis        
20.2.4. Personnel Calculation        
20.2.5. Physical Structure        
20.2.6. Radiology Service Processes        
20.2.7. Nursing in Radiodiagnostic Services        

20.3. Laboratory Management        

20.3.1. Introduction        
20.3.2. Laboratory Clinic        
20.3.3. Laboratory Figures        
20.3.4. Care Units        
20.3.5. Clinical Laboratory Results        
20.3.6. Information Systems        
20.3.7. Structure         
20.3.8. Professional Development        
20.3.9. Administration and Planning        
20.3.10.  Equipment Management        
20.3.11.  Functions and Competencies        

20.4. Pharmacy Hospital Management        

20.4.1. Introduction        
20.4.2. Definition of Pharmacy Hospital        
20.4.3. Pharmacy Service Processes        
20.4.4. Unidose in Hospitals        
20.4.5. Storage in Nursing Units        

20.5. Hospitality, Complementary and Voluntary Services Management    

20.5.1. Introduction        
20.5.2. Hospital Food        
20.5.3. Linen Service        
20.5.4. Hospital Volunteering        

Module 21. Management of Transversal and Primary Services    

21.1. Primary Healthcare        

21.1.1. Definition        
21.1.2. Basic Principles in Primary Health Care        
21.1.3. Primary Health Care History        
21.1.4. Strategy to Progressively Transform the Health System    
21.1.5. APS Contents        
21.1.6. Basic Welfare Structures. The Welfare Center and Primary Care Team. Planning, Organization and Operation        
21.1.7. PA Resolution Capacity. Scientific Evidence of its Capacity. Primary Care Operation Indicators        
21.1.8. Community Care: Health Programs. Promotion of Health and Heath Education        

21.2. Primary Care Clinical Management        

21.2.1. PA Management Models        
21.2.2. Defining Features of QA        
21.2.3. Regulatory Framework for Clinical Management        
21.2.4. Clinical Management Units in Primary Care        
21.2.5. Health Associative-Based Entities Self-Management Model in Primary Care        
21.2.6. Clinical Management Contract or Program Contract        
21.2.7. Quality Care and Evidence-Based Practice        
21.2.8. Coordination with Specialist Care and Social Services. Referral and Continuity of Care        
21.2.9. Emergency and Continuous Care. PAC Model and Special Emergency Services Model        
21.2.10. Home Care        

21.3. Chronic Patient Management        

21.3.1. Introduction        
21.3.2. Chronic Patient Care Models        
21.3.3. The Role of Nursing in Chronic Care        
21.3.4. Nursing Case Management and Liaison Nursing        
21.3.5. Controlling Chronic Diseases at Home        
21.3.6. Chronicity and Social Healthcare        

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

21.4.1.Introduction        
21.4.2. Patient Empowerment and Nursing Input        
21.4.3. Peer Support        
21.4.4. Self-Care and Self-Care Support        
21.4.5. Health Education and Self-Management Education        
21.4.6. Self-Management Programs. Features        
21.4.7. Self-Management Programs. International Experiences

Module 22. Managing Outpatient Services                 

22.1. Outpatient Services Management        

22.1.1. Introduction
22.1.2. Agencies Involved
22.1.3. External Consultation and Procedures        
22.1.4. Patient Care Circuits        
22.1.5. First-Second Visit Ratio        
22.1.6. Calculating Consultation Delays        

22.2. Out-of-Hospital Emergencies Management

22.2.1. Introduction    
22.2.2. Evolution Over Time    
22.2.3. Emergency Coordination Centers    
22.2.4. Human Resources and Skills. Team Involved
22.2.5. Health Care Network Devices Coordination    
22.2.6. Emergency Quality Indicators    
22.2.7. Planning for Disasters. Managing a Disaster

22.3. Home Care: Models    

22.3.1. Introduction    
22.3.2. Home Hospitalization Types and Concepts    
22.3.3. Criteria for Patient Selection
22.3.4. Calculating and Managing Human and Material Resources
22.3.5. Palliative Care at Home. Techniques and Patient Selection
22.3.6. Family Support and Bereavement Management    
22.3.7. Managing Primary Caregiver Overload. Family Claudication

22.4. Other Outpatient Care Services    

22.4.1. Adult, Child and Adolescent Mental Health Units
22.4.2. Addictive Behavior Units    
22.4.3. Women's and Reproductive Health Care Units
22.4.4. Telemedicine    

Module 23. Leadership Management    

23.1. Team Leadership

23.1.1. Theories on the Nature and Origin of Authority    
23.1.2. Authority and Power, Types of Power
23.1.3. Leadership, Components and Types
23.1.4. New Leadership Models. Situational Leadership Coaching
23.1.5. How to Create a Leader
23.1.6. The Term Staff’

23.2. Motivation

23.2.1. Introduction
23.2.2. Intrinsic and Extrinsic Motivation
23.2.3. Differences between Motivation and Satisfaction: Different Theories

23.3. Delegation

23.3.1. What is Delegation?
23.3.2. Ways of Assessing Delegation: Tasks
23.3.3. Non-Delegable Functions
23.3.4. Attitudes

23.4. Executive Coaching

23.4.1. Introduction
23.4.2. Development

Module 24. Managerial Decision Making    

24.1. Decision Making

24.1.1. Deciding as an Organizational Process
24.1.2. Decision Process Phases    
24.1.3. Features of any Decision    

24.2. The Decision Process

24.2.1. Decision Making
24.2.2. Decision Criteria
24.2.3. Decision Classification    
24.2.4. Centralized Decision Process
24.2.5. Limiting Factor Principle. Cost Effectiveness and Efficiency in the Decision-making Process
24.2.6. Choosing the Best Solution    

24.3. Techniques for Decision Making    

24.3.1. Different Techniques    
24.3.2. Techniques that Facilitate Decision Making. SWOT Analysis
24.3.3. Prioritization Techniques

Module 25. Internal Communication in Management

25.1. Communication

25.1.1. Conceptual Approach
25.1.2. Internal Communication in Health Organization Do You Have a Plan?
25.1.3. How to Create Internal Communication Plan
25.1.4. Tools. Evolution of the Internal Circulation Note to the Corporate Social Network        

25.2. Meetings        

25.2.1. Conceptual Approach        
25.2.2. Management Meetings and Time Management        
25.2.3. Scheduled Team Meeting Architecture. A Proposal    
25.2.4. Keys to Success in Preparing a Meeting        
25.2.5. Meeting Management        

25.3. Conflict Management        

25.3.1. Conceptual Approach        
25.3.2. Labor Disputes        
25.3.3. The Main Source of Conflict with Management        
25.3.4. Conflict Management in Health Teams    

Module 26. Creating a Personal Brand    

26.1. Public Profile        

26.1.1. Introduction        
26.1.2. Presenting Ourselves to the World. Our Digital Footprint
26.1.3. Digital Reputation. Positive References
26.1.4. The Cover Letter in 2.0

26.2. The Interview Process to Apply for a Managerial Position

26.2.1. Introduction        
26.2.2. The Interview        
26.2.3. Methods for a Successful Interview

Module 27. Communication and Marketing in Health

27.1. Marketing    

27.1.1. Objectives
27.1.2. Conceptual Approach
27.1.3. Health Services Marketing

27.2. Communication in Organizations

27.2.1. Objectives
27.2.2. Conceptual Approach
27.2.3. What to Communicate in the Healthcare Organization?
27.2.4. ICTs as a Key Communication Tool in Clinical Management    

27.3. Healthcare Market    

27.3.1. Objectives
27.3.2. Conceptual Approach
27.3.3. Agents in the Health Market    
27.3.4. Structure in the Health Market    
27.3.5. Public Health Market, Sustainability and Care

27.4. Corporate Social Responsibility

27.4.1. Objectives
27.4.2. Conceptual Approach
27.4.3. Basic Principles
27.4.4. Transparency, the Main CSR Challenge for Healthcare Organizations
27.4.5. Sensitive Data and Social Alarm: Unjustified?
27.4.6. Results Transparency in the Health System To What Extent?

Module 28. Teaching and Research Management

28.1. Basic Principles of Research Methodology Applied in Health Sciences

28.1.1. Introduction
28.1.2. The Need for Research in Nursing
28.1.3. Stages in the Research Process

28.2. Sources of Information for Research and Sourcing Strategies 

28.2.1. Introduction
28.2.2. Clinical Research Questions
28.2.3. Information Sources
28.2.4. Where and How to Search for Information?
28.2.5. Searching
28.2.6. Databases

28.3. Critical Reading of Articles

28.3.1. Introduction
28.3.2. Phases in Critical Reading
28.3.3. Tools for Critical Reading
28.3.4. Main Mistakes

28.4. Epidemiology and Research Study Designs and Biases

28.4.1. Introduction
28.4.2. Research Project Design
28.4.3. Types of Studies
28.4.4. Biases

28.5.Communication and Diffusion of Research Findings

28.5.1. Introduction
28.5.2. Research Reports
28.5.3. Choosing a Journal for Publication
28.5.4. Some Style Recommendations

A complete program that will take you through the necessary education to compete with the best in your profession”