TECH offers you this Hybrid professional master’s degree in MBA in Veterinary Center Management and Administration so that you can take the business management of your veterinary clinic to the same level as the health practice and patient care, a fundamental task that is not taught in Veterinary Medicine" 

The veterinary healthcare sector has undergone profound structural and paradigmatic changes since the end of the 20th century. These changes are taking place at dizzying speeds in the last decade, catalyzed by the changing context brought about by the last major crises, such as the financial crisis of 2008 or the more recent health crisis.

The reality is that the companies in this sector do not have a professional structure outside the veterinary clinical practice, which greatly hinders their growth despite their enormous potential, since the keeping of pets as companion animals, closely linked to the family nucleus, is an ever-increasing demand in today's society. While it is true that the level of medical and surgical praxis performed in these centers is increasingly higher and better, reaching excellence in many cases, in the case of business management it has not been professionalized to the same extent.

TheHybrid professional master’s degree in MBA in Veterinary Center Management and Administration develops the implementation of business management practices in these facilities to improve business profitability. Business management is a discipline with a great transversality, covering specialties as apparently diverse as finance and marketing, for example, although with multiple connections between them, which are evident when approaching a more in-depth study. Throughout the program, numerous practical cases are presented, extrapolated from real situations that have occurred in companies of the sector, so that the veterinary professionals can contribute their approach following the work methodology proposed throughout the course.

At present, one of the problems that conditions continuous postgraduate specialization is its reconciliation with work and personal life. Current professional demands make it difficult to provide quality, specialized training in person, so the online format will allow our students to reconcile this specialized training with their daily professional practice.

Take this program and get ready to face the future challenges of the MBA in Veterinary Center Management and Administration"

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

• Development of more than 100 case studies presented by experts in veterinary center 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
• Testing of new developments on the management and direction of veterinary centers
• Development of practical exercises where the self-evaluation process can be carried out to improve learning
• Special emphasis on the presentation of innovative methodologies in the management and direction of veterinary centers
• Theoretical lessons, questions to the expert, discussion forums on controversial issues and individual reflection work
• All of this will be complemented by theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection
• In addition, you will have the opportunity to do an internship in one of the best veterinary centers

At the end of the study plan you will have a 3-week intensive stay in a prestigious center where you will acquire all the knowledge to grow personally and professionally"

In this proposal for a Master's Degree, of a professionalizing nature and hybrid learning modality, the program is aimed at updating veterinary professionals who perform their functions in minimally invasive surgery units in small animals, and who require a high level of qualification. The contents are based on the latest scientific evidence, and oriented in a teaching manner to integrate theoretical knowledge into veterinary practice, and the theoretical-practical elements will facilitate the updating of knowledge and allow decision making in patient management. 

Thanks to their multimedia content developed with the latest educational technology, they will allow the veterinary professional to obtain situated and contextual learning, i.e. a simulated environment that will provide immersive learning programmed to train in real situations. This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise throughout the program. For this purpose, the students will be assisted by an innovative interactive video system created by renowned and experienced experts. 

Veterinary professionals must be highly knowledgeable in business management to make their businesses successful. Achieve yours with TECH!"

A 100% online program that will allow you to combine your studies with your professional work while you prepare for 3 weeks in a reference center to manage a veterinary clinic"

Los contenidos de este programa han sido desarrollados por los diferentes expertos de este Hybrid professional master’s degree con el objetivo de que el alumno adquiera todas y cada una de las habilidades necesarias para gestionar y dirigir un centro veterinario con éxito. Su estructura y plan de prácticas convierten a este título como el más completo del mercado en la actualidad, ya que abarca todos los conocimientos pertinentes para que el profesional se desarrolle con éxito en el liderazgo de la clínica veterinaria. La estructura en 10 módulos permite un estudio clasificado por distintos conocimientos relativos a todas las gestiones a realizar, desde los recursos humanos a la financiación, capacitando al alumno en la planificación y control de este tipo de negocio.

El programa más completo del mercado te lo ofrece TECH. Desempeña con éxito un papel imprescindible en cualquier centro veterinario y asciende profesionalmente” 

Module 1. The Economic Sector of Veterinary Health Centers

1.1. The Role of the Companion Animal in Today's Society

1.1.1. Companion Animals and Their Benefits to People's Physical and Emotional Health
1.1.2. Pets and the Healthy Development of Minors
1.1.3. Pets and Healthy Aging
1.1.4. Pets and their Benefits for Community Coexistence
1.1.5. Animal Abuse and its Connection with Violence in the Family Environment
1.1.6. Animals in the Therapeutic and Assistance Context

1.2. The Role of the Company in the Current Social Context

1.2.1. Corporate Social Responsibility
1.2.2. Climate Change and the Green New Deal
1.2.3. The Sustainable Development Goals (SDGs) and Agenda 2030
1.2.4. Challenges for the Veterinary Services Company

1.3. The Pet Market

1.3.1. Industry, Retail and Distribution
1.3.2. Services

1.3.2.1. Clinical Veterinary Services
1.3.2.2. Dog Training Services
1.3.2.3. Hairdressing Services
1.3.2.4. Feral Animal Population Control

1.3.3. Sale of Veterinary Medicines
1.3.4. Breeding and Sale of Pets
1.3.5. NGO

1.4. Typology of Veterinary Health Centers and Services

1.4.1. Veterinary Health Centers
1.4.2. Veterinary Health Services
1.4.3. Public-private Collaboration

1.5. Macroeconomic Situation of the Clinical Veterinary Sector

1.5.1. Sectoral Socioeconomic Situation
1.5.2. Sectoral Labor Situation

1.6. Digital Health in the Veterinary Sector

1.6.1. Digitization of the Veterinary Sector
1.6.2. Factors and Digital Tools that will Favor Change
1.6.3. Factors Slowing Down Digital Development
1.6.4. Digital Differentiators
1.6.5. Current Situation and Digital Challenges in the Veterinary Sector

1.7. The “One Health” Concept Applied to Veterinary Health Centers

1.7.1. The General Concept of One Health One Well--Being
1.7.2. The Role of the Clinical Veterinarian in One Health

1.8. Training of Occupational Categories in Veterinary Health Care Centers

1.8.1. Current Context of Training in the Sector and the Real Needs of Veterinary Health Care Centers
1.8.2. Ongoing Training
1.8.3. Dual Training

1.9. Sectoral Business Strategy

1.9.1. Business Associationism: What it is, How it is Exercised and What it is for
1.9.2. Proactive Intervention in the Creation of Regulations Affecting the Industry

1.10. Time of Uncertainty, Time of Change and Market Trends

1.10.1. Worker with New Concepts and Sensitivities
1.10.2. Customer with New Requests and Needs
1.10.3. New Challenges in Public Health
1.10.4. New Forms of Communication

Module 2. The Business Plan Applied to Veterinarian Centers

2.1. The Business Plan for Veterinary Centers

2.1.1. Planning and Control: Two Sides of the Same Coin
2.1.2. Why and Why Have a Plan?
2.1.3. Who Must Carry It Out?
2.1.4. When Should it be Done?
2.1.5. How to Perform It?
2.1.6. Does it Have to Be in Writing?
2.1.7. Questions to Answer
2.1.8. Sections of the Business Plan

2.2. External Analysis I: The Veterinary Center Environment

2.2.1. What Should it Contain?
2.2.2. Political Environment
2.2.3. Economic Environment
2.2.4. Social Environment
2.2.5. Technological environment
2.2.6. Ecological Environment
2.2.7. Legal environment

2.3. External Analysis II: Competitive Environment Applied to the Veterinary Center Sector

2.3.1. Customers:
2.3.2. Competition
2.3.3. Suppliers
2.3.4. Others

2.4. Internal Analysis of a Veterinary Center

2.4.1. Facilities and Equipment
2.4.2. Personal
2.4.3. Income/Expenses
2.4.4. Customers:
2.4.5. Prices
2.4.6. Services
2.4.7. Communication With Client
2.4.8. Education
2.4.9. Suppliers
2.4.10. Competition

2.5. D. A. F. O. and C. A. M. E. Applied to Veterinary Centers

2.5.1. Weaknesses
2.5.2. Strengths
2.5.3. Threats
2.5.4. Opportunities
2.5.5. Correction
2.5.6. Facing
2.5.7. Maintain
2.5.8. Exploit

2.6. Objectives of Veterinary Centers as Enterprises

2.6.1. What are they?
2.6.2. Features: SMART
2.6.3. Types

2.7. Business Strategies in Veterinary Centers

2.7.1. The 7 Ps of Service Marketing
2.7.2. Product- Service
2.7.3. Price
2.7.4. Distribution
2.7.5. Communication
2.7.6. Person
2.7.7. Procedures
2.7.8.T est

2.8. Action Plan for the Strategy of a Veterinary Center

2.8.1. What does it consist of?
2.8.2. How to Develop a Strategy
2.8.3. What to Consider for Each Action
2.8.4. Prioritization of Actions Based on Business Importance
2.8.5. Calendar

2.9. Control Plan and Follow-up of the Business Plan of a Veterinary Center

2.9.1. Planning and Control
2.9.2. What it Consists of and Why It Is Necessary
2.9.3. Who and How to Control
2.9.4. Indicator-Based Control
2.9.5. Decision Making

2.10. Contingency Plan Applied to the Business Plan of a Veterinary Center

2.10.1. What is It and What Is It For?
2.10.2. How To Do it
2.10.3. How To Use It

Module 3. Finance Applied to Veterinary Centers

3.1. Expenses and Income at a Veterinary Center

3.1.1. Fixed Costs
3.1.2. Variable Costs
3.1.3. Direct Costs
3.1.4. Indirect Costs
3.1.5. Income from Services
3.1.6. Revenues from Product Sales
3.1.7. Gross Margins
3.1.8. Net Profit Margin
3.1.9. Purchase Margin
3.1.10. Margin on Sales

3.2. The Income Statement of a Veterinary Center

3.2.1. EBITDA
3.2.2. EBIT or BAII
3.2.3. Profitability
3.2.4. Productivity
3.2.5. Net Income

3.3. Warehouse Stock Management in a Veterinary Center

3.3.1. Cost of Sales
3.3.2. Characteristics of a Stock Management System
3.3.3. Procurement and Stock Control
3.3.4. Stock Alert Point
3.3.5. Safety Stock
3.3.6. Ordering Point
3.3.7. Inventory Turnover

3.4. Sales Ratios in a Veterinary Center. The Break-even Point

3.4.1. Main Practical Key Figures in a Veterinary Center

3.4.1.1. Transaction frequency
3.4.1.2. Average Transaction Amount
3.4.1.3. Average Spending per Customer
3.4.1.4. Number of Daily Transactions
3.4.1.5. Number of Transactions per Year

3.4.2. Break-even Point Concept
3.4.3. Prospective Break-even Calculation
3.4.4. Retrospective Break-even Calculation

3.5. Analysis of the Cost of Services in a veterinary center. Technological Investments

3.5.1. Fundamentals of Cost Analysis in Veterinary Centers

3.5.1.1. Veterinary Practice Cost Analysis
3.5.1.2. Cost Analysis of other Professional Services

3.5.2. Calculating the Profitability of a Technology Investment

3.6. Treasury Control and Budget Management in Veterinary Centers

3.6.1. Basics of Treasury Control
3.6.2. Treasury Control Tools
3.6.3. Fundamentals of Budget Management
3.6.4. Budget Management Tools

3.7. Economic Valuation of a Veterinary Center

3.7.1. Fundamentals for the Economic Valuation of a Veterinary Center
3.7.2. Methodology for the Valuation of a Veterinary Center
3.7.3. The Goodwill

3.8. Key Management Indicators in Veterinary Centers

3.8.1. Concepts
3.8.2. Basic Information
3.8.3. Most Frequent Indicators in Veterinary Centers
3.8.4. Basic Human Resources Indicators
3.8.5. Basic Indicators of Customer Service Quality
3.8.6. Selection of Key Management Indicators

3.9. The Financial Scorecard applied to Veterinary Centers

3.9.1. Financial Scorecard Fundamentals
3.9.2. Trend Analysis and Comparisons between Periods
3.9.3. Control Panel Operation
3.9.4. Interpretation of Scorecard Results

3.10. The Balance Sheet of a Veterinary Center

3.10.1. Concept
3.10.2. Structure of a Balance Sheet
3.10.3. Structure of the Balance Sheet
3.10.4. Asset Valuation
3.10.5. Balance Sheet and Income Statement Diagnosis
3.10.6. Balance Sheet Analysis
3.10.7. Study of the Most Interesting Ratios of a Balance Sheet
3.10.8. Dynamic Equity Analysis
3.10.9. Income Statement Analysis
3.10.10. Income Statement Indicators

Module 4. Business Strategy and Innovation in Veterinary Centers

4.1. The Role of the Manager of a Veterinary Center

4.1.1. General Management
4.1.2. Human Resources Management
4.1.3. Financial Management
4.1.4. Occupational Health Management
4.1.5. Information Technology Management
4.1.6. Marketing and Sales Management
4.1.7. Customer Service and Public Relations Management
4.1.8. Change Management

4.2. Strategic Planning in Veterinary Centers

4.2.1. Definitions
4.2.2. Sense of Business Strategy
4.2.3. Strategic Plan for a Veterinary Center

4.3. The Philosophical Stage of Strategic Planning for a Veterinary Center

4.3.1. Definition
4.3.2. Components

4.3.2.1. Mission
4.3.2.2. Vision
4.3.2.3. Values
4.3.2.4. Tools
4.3.2.5. Strategic Goals

4.3.3. Practical Examples

4.4. Business Models in Traditional Veterinary Centers

4.4.1. Introduction
4.4.2. Structure of Veterinary Centers
4.4.3. Services
4.4.4. Staff of a Veterinary Center

4.5. Research for Innovation in Veterinary Centers

4.5.1. Concept of Innovation in the Veterinary Sector
4.5.2. The Blue Ocean Strategy Applied to Veterinary Centers

4.5.2.1. Concept
4.5.2.2. Analytical Tools

4.5.3. Canvas Methodology for Innovation in Veterinary Centers

4.5.3.1. Description
4.5.3.2. Operations

4.5.4. Strategy Formulation for Innovation in Veterinary Centers

4.5.4.1. Generation of New Ideas and Synthesis
4.5.4.2. Innovation Epicenters

4.6. Design of the Value Proposition for Veterinary Center Clients

4.6.1. The Profile of the Client/User of Veterinary Centers
4.6.2. The Value Map
4.6.3. Fit between the Value Proposition and the Customer Profile Applied to Veterinary Centers

4.7. Innovation Prototyping Applied to Veterinary Centers

4.7.1. The Minimum Viable Innovation System
4.7.2. Global Innovation Scorecard
4.7.3. Operational Innovation Plan

4.8. Patterns of Business Models in the Veterinary Health Care Industry

4.8.1. Disaggregation of Business Models
4.8.2. Long Tail
4.8.3. Multilateral Platforms
4.8.4. The FREE business model (Freemium)
4.8.5. Open Business Models

4.9. Design Thinking and Application in Veterinary Centers

4.9.1. Concept
4.9.2. Guidelines and Keys
4.9.3. Tools

4.10. Research for Continuous Improvement in the Business Strategy of Veterinary Centers

4.10.1. Monitoring the strategic plan of a veterinary center
4.10.2. Implementation of Improvements in the Strategy of a Veterinary Center

Module 5. The client/user of veterinary centers

5.1. Customer Service in Veterinary Centers

5.1.1. Excellence in Customer Service
5.1.2. Customer Service Management
5.1.3. Compliance in Veterinary Centers as a Loyalty Tool

5.2. Face-to-Face Communication in Veterinary Centers

5.2.1. Practical advantages of communication with customers
5.2.2. Current Paradigm
5.2.3. Customer Needs
5.2.4. Customer Service Quality Management

5.2.4.1. Communication channels with customers
5.2.4.2. Computer systems/databases (CRM)
5.2.4.3. Quality assessment surveys

5.3. Essential Communication Skills for Veterinary Facility Professionals

5.3.1. The Question in Professional Communication
5.3.2. Listening in Professional Communication
5.3.3. Non-Verbal Communication
5.3.4. Verbal Communication
5.3.5. Proxemia in Veterinary Centers

5.4. Empathy as a fundamental skill in the 21st century in the relationship with clients in veterinary centers

5.4.1. Definition and Description
5.4.2. Expressions of Empathy
5.4.3. Tools for Working on Empathy with Clients of Veterinary Centers

5.5. Methodology for Successfully Dealing with Difficult Situations with Clients in a Veterinary Center

5.5.1. The Four Essential Habits of Highly Effective Clinicians
5.5.2. Characteristics of Conflict between Professionals and their Clients
5.5.3. Methodology for Dealing with Difficult Situations with Clients of Veterinary Centers

5.5.3.1. Identify the Problem
5.5.3.2. Discovering the Meaning
5.5.3.3. Seizing Opportunities
5.5.3.4. Establish the Limits of the Relationship
5.5.3.5. Extend help to solve the problem

5.5.4. Tool for the Improvement of Professional Communication Skills

5.6 .Communication within the Veterinary Practice

5.6.1. Introduction
5.6.2. The Calgary-Cambridge model applied to the veterinary practice

5.6.2.1. Preparation Phase
5.6.2.2. Start of Consultation
5.6.2.3. Collection of Information
5.6.2.4. Results and Planning
5.6.2.5. Providing Adequate Information
5.6.2.6. Mutual Understanding
5.6.2.7. Completion of the Consultation

5.6.3. The Giving of Bad News to Customers of the Veterinary Center

5.7. Strategies for Client Relations in a Veterinary Practice

5.7.1. Relationship Marketing
5.7.2. Key Expectations of Clients and Users of Veterinary Centers
5.7.3. Long-term customer relationship management

5.7.3.1. MSMC Model (Best Service for the Best Customers)
5.7.3.2. The New CRM Paradigm

5.8. Customer Segmentation and Portfolio Segmentation in a Veterinary Practice

5.8.1. Customer Segments and Portfolios

5.8.1.1. Carterization process in veterinary centers

5.8.2. Strategic Advantages of Carterization
5.8.3. Most Valuable Customers (MVC)

5.9. Customer Experience (CX) and User Experience (UX) in Veterinary Centers

5.9.1. The Moment of Truth
5.9.2. Elements that Make up Customer Experience
5.9.3. User Experience

5.10. Practical application of customer and user experience in veterinary centers

5.10.1. Phases

5.10.1.1. Study and Analysis of User Experiences
5.10.1.2. Definition of the Experiential Platform
5.10.1.3. Design and Planning of Experiences
5.10.1.4. Structuring the Contact or Meeting with Customers
5.10.1.5. Practical Methodology

Module 6. Marketing applied in veterinary centers

6.1. Marketing in Veterinary Centers

6.1.1. Definitions
6.1.2. Needs-Motives for Purchase
6.1.3. Supply and Demand
6.1.4. Evolution of Marketing
6.1.5. Today's Companies
6.1.6. Today's Customer
6.1.7. Loyalty: 21st Century Marketing

6.2. What is sold in veterinary centers

6.2.1. Products
6.2.2. Services
6.2.3. Differences between Products and Services
6.2.4. The 4Ps of Products
6.2.5. The 7 Ps of Services

6.3. Services - products in veterinary centers

6.3.1. Portfolio of services
6.3.2. Product Portfolio
6.3.3. How to sell products
6.3.4. How to sell services
6.3.5. Differentiation - Added value
6.3.6. CABE Technique
6.3.7. Neuromarketing and Its Application to Sales

6.4. The Price of Services and Products in Veterinary Centers

6.4.1. The Importance of Price in a Company
6.4.2. The Relativity of Price in Services
6.4.3. How to price a service
6.4.4. How to price a product
6.4.5. Price List
6.4.6. How to price a service to customers
6.4.7. How to refute high price comments
6.4.8. Demand-Price Elasticity Curve
6.4.9. Pricing Business Models in Veterinary Centers
6.4.10. How to collect everything and what to do otherwise

6.5. Atención al cliente en centros veterinarios

6.5.1. Communication with the Internal Customer: Employees
6.5.2. Need: Message coordination
6.5.3. Multichannel and Omni-Channel
6.5.4. In the Waiting Room
6.5.5. Telephone Service
6.5.6. In the Office
6.5.7. Reminders
6.5.8. Preventive Health Campaigns
6.5.9. Dr. Google Vet. and Its Management by the Veterinarian
6.5.10. Reasons for a client to change veterinarian
6.5.11. Satisfaction Surveys
6.5.12. Complaints in a Veterinary Center

6.6. Advertising in Veterinary Centers

6.6.1. What Kind of Customers do I Want to Reach?
6.6.2. Waiting Room
6.6.3. Promotional Items
6.6.4. Written Media
6.6.5. Digital Media
6.6.6. Others

6.7. Cross-Selling in Veterinary Centers

6.7.1. What is It and What Is It For?
6.7.2. Types of Cross-Selling
6.7.3. How to Carry it Out?
6.7.4. Service + Service
6.7.5. Service + Product
6.7.6. Product + Product
6.7.7. Teamwork

6.8. Merchandising

6.8.1. Definitions
6.8.2. The Pillars
6.8.3. Objectives
6.8.4. The Purchase Decision Process and Types of Purchases
6.8.5. Outside

6.8.5.1. Facade
6.8.5.2. Identity
6.8.5.3. Door
6.8.5.4. Showcase

6.8.6. Inside

6.8.6.1. Assortment
6.8.6.2. Space Layout

6.8.7. Inventory Management
6.8.8. Animation at the Point of Sale

6.8.8.1. External
6.8.8.2. Internal
6.8.8.3. PLV
6.8.8.4. Promotions

6.9. Digital Marketing in Veterinary Centers

6.9.1. General Aspects
6.9.2. ROPO Effect
6.9.3. Blending Marketing: Offline y Online
6.9.4. Web Pages for a Veterinary Center
6.9.5. Social Networks Applied to Veterinary Centers

6.9.5.1. Facebook
6.9.5.2. Twitter
6.9.5.3. Instagram
6.9.5.4. YouTube Channel

6.9.6. E-mail Marketing
6.9.7. Instant Messaging Tools

6.10. Loyalty Tools for Veterinary Center Customers

6.10.1. Not All Customers Have the Same Value
6.10.2. Health Plan
6.10.3. Preventive Health Campaigns
6.10.4. Veterinary Insurance
6.10.5. Point Accumulation Systems
6.10.6. Discount Coupons
6.10.7. Others

Module 7. Human resources management in veterinary centers

7.1. Strategic Planning of the Staff of a Veterinary Center I

7.1.1. Equipment Size
7.1.2. Competencies and Talent
7.1.3. Roles, Responsibilities and Tasks

7.2. Strategic Planning of the Staff of a Veterinary Center II

7.2.1. Job Analysis and Description
7.2.2. Job Objectives
7.2.3. Organization Chart

7.3. Selection Process in a Veterinary Center I

7.3.1. Profiles
7.3.2. Job Offer Design
7.3.3. Receipt and Selection of Résumés

7.4. Selection process in a veterinary center II

7.4.1. Resume Reading: Detection of Competencies, References, etc.
7.4.2. Sample Job Interview, Key Questions
7.4.3. Communication with Candidates

7.5. Recruiting and Hiring Employees in a Veterinary Center

7.5.1. Recruitment, Professional Categories
7.5.2. Payroll
7.5.3. Onboarding Process

7.6. Training of a Veterinary Center Team

7.6.1. Training Objectives
7.6.2. Internal and External Training
7.6.3. Evaluation and economic aspects of training
7.6.4. Career Plans

7.7. Internal Communication in a Veterinary Center

7.7.1. Effective Communication
7.7.2. Internal Communication Tools
7.7.3. Effective Meetings

7.8. Performance evaluation of the employees of a veterinary center

7.8.1. Important Concepts
7.8.2. Establishment of Indicators
7.8.3. Evaluation models
7.8.4. Implementation
7.8.5. Relationship with Incentives

7.9. Retention of Valuable Employees in Veterinary Centers

7.9.1. Job satisfaction
7.9.2. Motivation
7.9.3. Recognition and Rewards
7.9.4. Promotion and Advancement

7.10. Remuneration of Employees in Veterinary Centers

7.10.1. Salaries by Category
7.10.2. Fixed and Variable
7.10.3. Criteria for the establishment of incentives
7.10.4. Types of incentives: economic and non-economic
7.10.5. Emotional Salary

Module 8. Leadership and Management Skills Applied in Veterinary Centers

8.1. Essential Management Skills in a Veterinary Center Manager and/or Owner

8.1.1. Management
8.1.2. Decision Making
8.1.3. Resolving Capacity
8.1.4. Flexibility
8.1.5. Self-Knowledge
8.1.6. Assertiveness
8.1.7. Communication
8.1.8. Emotional Intelligence

8.2. Leadership Applied to Veterinary Centers

8.2.1. Characteristics of the Leader
8.2.2. Benefits of leadership
8.2.3. Leader Exercises
8.2.4. Delegation
8.2.4.1. Delegation Strategy
8.2.4.2. Task Selection
8.2.4.3. Qualification Process
8.2.5. Motivational Interviews with Employees

8.2.5.1. GROW/MAPA Method

8.3. Negotiation for the veterinary center manager

8.3.1. Negotiator Skills
8.3.2. Types and Styles of Negotiation
8.3.3. Negotiation Stages

8.3.3.1. Preparation
8.3.3.2. Discussion and Argumentation
8.3.3.3. Proposal
8.3.3.4. Exchange
8.3.3.5. Closure
8.3.3.6. Monitoring

8.3.4. Negotiation Tactics and Techniques
8.3.5. Strategies

8.4. The Time Management of a Veterinary Center Manager

8.4.1. Slow Down, Reflect, Analyze and Decide
8.4.2. Inner Knowledge
8.4.3. How to prioritize
8.4.4. Act
8.4.5. Planning and Organizing
8.4.6. Time thieves

8.5. How to build trust in the staff of a veterinary center

8.5.1. Self-confidence
8.5.2. Trusting others
8.5.3. Constructive Self-Criticism
8.5.4. Respect and Responsibility
8.5.5. Honesty
8.5.6. Trial and error

8.6. Productivity Management for Veterinary Center Managers

8.6.1. Productivity Thieves
8.6.2. The Getting Things Done® method (GTD)

8.6.2.1. Fundamentals
8.6.2.2. Collect or Capture
8.6.2.3. Process or Clarify
8.6.2.4. Organize
8.6.2.5. Check
8.6.2.6. Do

8.7. High-performance professional teams in veterinary centers

8.7.1. Working Groups
8.7.2. Characteristics of Professional Equipment
8.7.3. Benefits of high performance professional teams
8.7.4. Practical Examples

8.8. Identification and resolution of internal conflicts in veterinary centers

8.8.1. The method of the five dysfunctions of professional teams

8.8.1.1. Lack of Trust
8.8.1.2. Fear of Conflict
8.8.1.3. Lack of Commitment
8.8.1.4. Avoidance of Liability
8.8.1.5. Disinterest in Results

8.8.2. Causes of Failure in Professional Teams

8.9. Prevention of internal toxicity in veterinary centers

8.9.1. Organizational Health
8.9.2. Preventive Measures

8.9.2.1. Creating a Cohesive Leadership Team
8.9.2.2. Creating clarity within the organization
8.9.2.3. Overcommunicating Clarity
8.9.2.4. Reinforcing Clarity

8.10. Change Management in the Management of Veterinary Centers

8.10.1. Belief Audit
8.10.2. Character Development
8.10.3. Actions for Change

Module 9. Production processes in veterinary centers

9.1. Introduction to Production Processes in Veterinary Centers

9.1.1. Concept of Business Process
9.1.2. Introduction to Business Processes
9.1.3  Graphical Representation of Processes
9.1.4. Standardization of Processes
9.1.5. Practical Examples of Processes in Veterinary Centers

9.2. Analysis of the Production Processes of Veterinary Centers

9.2.1. Process Management System
9.2.2. Measurement, Analysis and Improvement of Business Processes
9.2.3. Characteristics of a Well-Directed and Managed Process

9.3. Business productivity in the veterinary health care industry

9.3.1. Focus on Key Objectives
9.3.2. Added Value Generated for the Customer
9.3.3. Analysis of the Value Provided by the Processes
9.3.4. Competitiveness
9.3.5. Productivity. Loss and Improvement Analysis

9.4. Business Management Models Applied to the Veterinary Health Care Center Sector

9.4.1. Traditional Mass Management
9.4.2. Management Based on the Lean Model
9.4.3. Management Based on an Improved Traditional Model

9.5. Introduction to the Lean Management Model Applied to Veterinary Centers

9.5.1. Basic Principles and Characteristics
9.5.2. Flow of Activities
9.5.3. Pull System
9.5.4. Flow– Pull
9.5.5. Continuous Improvement

9.6. Waste in a Production Model Applied to Veterinary Centers

9.6.1. Waste or Change
9.6.2. Types of Waste
9.6.3. Causes of Waste
9.6.4. Waste Disposal

9.7. Implementation of the Lean Management Model in Veterinary Centers I

9.7.1. Process Conditioning
9.7.2. Balanced and flexible Pull flow
9.7.3. Transition from a Traditional Model to Lean Implementation
9.7.4. First Stage: Establishment of Regular and Uninterrupted Flow

9.8. Implementation of the Lean Management Model in Veterinary Centers II

9.8.1. Second Dtage: Consolidating the Flow, Eliminating Waste, Ensuring Quality and Standardizing Operations
9.8.2. Third Stage: Establishment of the Pull Flow
9.8.3. Fourth stage: production rate flexibility

9.9. Implementation of the Lean Management Model in Veterinary Centers III

9.9.1. Fifth stage: flexibility in the type of product
9.9.2. Sixth Stage: Complete Implementation of Balanced, Level and Multi-Product Pull Flow
9.9.3. Stage Seven: Simple Management and Control

9.10. Lean Implementation Tools for Veterinary Centers

9.10.1. The Value Stream Map
9.10.2. A3: Analysis of New Approaches or Problems to be Solved

Module 10. Legal aspects and administration in veterinary centers

10.1. Legal Forms of Companies in the Veterinary Health Center Sector

10.1.1. According to the Type of Liability
10.1.2. According to the Number of Members
10.1.3. According to Capital Stock

10.2. Data Protection in a Veterinary Center

10.2.1. Data Protection Act
10.2.2. Action protocols
10.2.3. Data processing protocols
10.2.4. Registration of Activities
10.2.5. Regulatory Reports
10.2.6. The data Controller

10.3. Occupational Health in Veterinary Centers

10.3.1. Psychosocial Risks
10.3.2. Ergonomic Risks
10.3.3. Biological Hazards
10.3.4. Chemical Hazards
10.3.5. Physical Risks
10.3.6. Health and Safety

10.4. Law on Medicines in Veterinary Health Centers

10.4.1. Aspects of the Law on Medicines to be taken into account
10.4.2. Prescriptions: Issuance, Control, Registration
10.4.3. Cascade Prescription
10.4.4. Exceptional Recipes

10.5. Collective Bargaining Agreement for the Veterinary Health Centers Sector.

10.5.1. Work organization and functions

10.5.1.1. Salary and non-wage payments

10.5.2. Workday

10.5.2.1. Paid Leaves of Absence and Leaves of Absence

10.5.3.Training and Career
10.5.4. Recruitment Modalities
10.5.5. Labor Code of Conduct
10.5.6. The Joint Commission

10.6. Veterinary Professional Ethics and Deontology

10.6.1. Code of Ethical Values
10.6.2. Fundamental Principles in Ethics
10.6.3. Professional Responsibilities
10.6.4. Animal Welfare and Abuse
10.6.5. The veterinary Professional Code of Ethics

10.7. Civil Liability in the Exercise of the Activity in Veterinary Health Centers

10.7.1. Concept
10.7.2. Civil liability assumptions of the veterinarian
10.7.3. Liability for Fault or Negligence
10.7.4. The Civil Procedure

10.8. Management of Debts and Unpaid Debts in Veterinary Centers

10.8.1. Debt acknowledgment documents
10.8.2. Deferrals and Financing of Collections
10.8.3. Communication with Debtors
10.8.4. Payment Order Lawsuits

10.9. Purchasing Management in Veterinary Centers

10.9.1. Budgets
10.9.2. Payment Management
10.9.3. Financing and Payment Deferrals

10.10. Telephone Communication with Clients of Veterinary Centers

10.10.1. Telephone Communication Protocols
10.10.2. Communication With Client
10.10.3. Internal Communication and Call Logs

Through this program you will learn how to successfully apply SWOT and CAME analysis to veterinary centers"