Discover new techniques in Clinical Management, Medical and Healthcare Administration and apply them in the daily practice of your profession"

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.   

Learn with the best

In the classroom, TECH teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.  

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

The Professional master’s degree MBA in Clinical Management, Medical and Healthcare Administration is a tailor-made program that is delivered in a 100% online format, so that the students can choose the time and place that best suits their availability, schedules and interests.  

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

What you study is very important. The abilities and skills you acquire are fundamental. You won't find a more complete syllabus than this one, believe us"    

Syllabus

The Professional master’s degree MBA in Clinical Management, Medical and Healthcare Administration at TECH Global University is an intensive program that prepares the student to face technological challenges and business decisions globally. 

Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments. 
Throughout 2,700 hours of study, a multitude of practical cases will be analyzed, through individual work,so that the student will achieve a deep learning that will be useful to develop professionally. It is, therefore, an authentic immersion in real business situations.  

This Professional master’s degree deals in depth with different areas of the corporation and is designed to specialize managers to understand the technological development in the company, from a strategic, international and innovative perspective. 

A plan focused on professional improvement and networking that prepares the professional to achieve excellence in the field of leadership and business management. A program that understands the needs of your students and your company, through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide them with the skills to solve critical situations in a creative and efficient way.  

This program takes place over 12 months and is divided into 24 modules.

Module 1. Management and Economic Assessment
Module 2. People and Talent Management
Module 3. Clinical Management 
Module 4. Planning and Control of Health Organizations
Module 5. The Division of Medical and Health Care in the Health System
Module 6. Quality Management
Module 7. Competency Management
Module 8. Patient Safety
Module 9. Quality Accreditation in Healthcare
Module 10. Managing Special and Hospitalization Services
Module 11. Managing Central Services
Module 12. Management of Transversal and Primary Services
Module 13. Management of Outpatients Services
Module 14. Leadership Management
Module 15. Decision Making and Time Management
Module 16. Creating a Personal Brand
Module 17. Internal Communication in Management
Module 18. Communication and Marketing in Health
Module 19. Teaching and Research Management. Research and Innovation: R&D&I in the Healthcare Environment
Module 20. Leadership, Ethics and Corporate Social Responsibility  
Module 21. People and Talent Management 
Module 22. Economic and Financial Management
Module 23. Commercial Management and Strategic Marketing 
Module 24. Executive Management

Where, When and How is it Taught?

TECH offers the possibility of studying this Professional master’s degree MBA in Clinical Management, Medical and Healthcare Administration Over the course of the 12 months, the student will be able to access all the contents of this program at any time, allowing them to self-manage their study time. 

Module 1. Management and Economic Assessment  

1.1.Funding Models

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

1.2.Cost Calculation

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

1.3.Efficiency and Sustainability of Health Systems

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

1.4.Management Agreements

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

1.5. Budget and Purchasing

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

1.6. Purchasing, Contracting and Supplies

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

1.7. Staffing and Performance Calculations

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

1.8.Budget Management 

1.8.1. Budget. Concept 
1.8.2. Public Budget 

1.9. Negotiation with Suppliers

1.9.1. Negotiation with Suppliers 

Module 2. People and Talent Management

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

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

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

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

Module 3. Clinical Management 

3.1. Patient Classification Systems 

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

3.2. Definitions and Regulation of Clinical Analysis Management

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

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

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

3.4. Models and Clinical Management Units: Inter-hospital Units 

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

3.5. Prudent Drug Prescription. Electronic Prescription

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

3.6. Prescription Complementary Tests 

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

Module 4. Planning and control of health organizations

4.1. The actors of the national health system

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

Module 5. The Division of Medical and Health Care in the Health System

5.1. Classical Medical Management VS. Care Management

5.1.1. Classic Medical Management 
5.1.2. Medical Healthcare Management

5.2. Management Information Systems and Electronic Medical Records 

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

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

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

5.4. Bioethics and Humanization in Medical Practice 

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

5.5. Medical and Healthcare Management: Relationships 

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

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

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

5.7. Transformation of the Healthcare Model. The Triple Aim

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

Module 6. Quality Management 

6.1. Quality in Healthcare 

6.1.1. Quality Care 
6.1.2. Health and Quality Activity Records

6.2. Quality of Healthcare Programs 

6.2.1. Quality of Care

Module 7. Competency Management

7.1. Performance Evaluation Competency Management 

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

7.2. Methods and Techniques. Competency Management 

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

Module 8. Patient Safety

8.1. Patient Safety. Evolution Over Time

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

8.2. Nosocomial Infections 

8.2.1. Nosocomial Infections. Definition and Classification. Evolution of EPINE (Prevalence of Nosocomial Infections in Spain) Studies 
8.2.2. Care for Nosocomial Infection
8.2.3. Hospital Infection Control and Surveillance Programs and Networks
8.2.4. Asepsis, Disinfection and Sterilization 

8.3. Prevention 

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

8.4. Notification and Registration System 

8.4.1. Information and Record Systems
8.4.2. Adverse Event Reporting and Recording Systems

8.5. Secondary and Tertiary Victims 

8.5.1. Health Professionals in the Face of Adverse Effects 
8.5.2. Recovery Trajectory and Emotional Support
8.5.3. Impact on Corporate Image 

Module 9. Quality Accreditation in Healthcare.

9.1. Accreditation in Health Care 

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

9.2. Joint Commision International 

9.2.1. History 
9.2.2. The Joint Commision International 

9.3. EFQM Model 

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

9.4. ISO Accreditation 

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

Module 10. Managing Special and Hospitalization Services

10.1. Emergency Services Management 

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

10.2. UCI Management 

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

10.3. Surgical Unit Management 

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

10.4. Management of Hospitalization Units 

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

10.5. Other Units and Special Services 

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

Module 11. Managing Central Services

11.1. Admission and Clinical Documentation Service 

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

11.2. Radio Diagnostic Services Management

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

11.3. Laboratory Management

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

11.4. Hospital and Primary Care Pharmacy Management 

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

11.5. Hospitality, Complementary and Voluntary Services Management

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

Module 12. Management of Transversal and Primary Services

12.1. Primary Healthcare

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

12.2. Complex-Chronic Patient Management

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

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

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

Module 13. Management of Outpatients Services 

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

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

13.2. Management of Outpatient Services

13.2.1. Evolution Over Time 
13.2.2. Emergency Coordination Centers 
13.2.3. Human Resources and Skills. Team Involved 
13.2.4. Healthcare Network Devices Coordination 
13.2.5. Emergency Quality Indicators
13.2.6. Planning for Disasters Managing a Disaster 

13.3. Home Care: Models

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

13.4. Mental Health, Addictive Behavior and Social Work 

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

Module 14. Leadership Management

14.1. Team Leadership 

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

14.2. Motivation

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

14.3. Delegation

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

14.4. Executive Coaching

14.4.1. Development

Module 15. Decision Making and Time Management

15.1. Decision Making 

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

15.2. The Decision Process. Techniques 

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

15.3. Time, Stress and Happiness Management 

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

Module 16. Creating a Personal Brand

16.1. Public Profile 

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

16.2. The Job Interview to Apply for a Managerial Position 

16.2.1. The Interview 
16.2.2. Methods for a Successful Interview

Module 17. Internal Communication in Management

17.1. Communication 

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

17.2. Meetings

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

17.3. Conflict Management 

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

Module 18. Communication and Marketing in Health

18.1. Marketing and Social Media

18.1.1. Conceptual Approach
18.1.2. Health Services Marketing 

18.2. Communication in Organizations 

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

18.3. Relationships with Social Agents Users and Suppliers 

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

18.4. Corporate Social Responsibility. Good Healthcare Governance 

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

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

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

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

19.2. Sources of Information for Research and Sourcing Strategies Databases 

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

19.3. Critical Reading of Articles

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

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

19.4.1. Research Project Design
19.4.2. Funding in Research
19.4.3. Exploitation of Research Results

19.5. Communication and Diffusion of Research Findings

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

Module 20. Leadership, Ethics and Social Responsibility in Companies

20.1. Globalization and Governance

20.1.1. Governance and Corporate Governance
20.1.2. Fundamentals of Corporate Governance in Companies
20.1.3. The Role of the Board of Directors in the Framework of Corporate Governance

20.2. Cross-Cultural Management

20.2.1. Concept of Cross-Cultural Management
20.2.2. Contributions to the Knowledge of National Cultures
20.2.3. Diversity Management

20.3. Business Ethics

20.3.1. Ethics and Morality
20.3.2. Business Ethics
20.3.3. Leadership and ethics in companies

20.4. Sustainability

20.4.1. Sustainability and Sustainable Development
20.4.2. The 2030 Agenda
20.4.3.Sustainable Companies

20.5. Corporate Social Responsibility

20.5.1. International Dimensions of Corporate Social Responsibility
20.5.2. Implementing Corporate Social Responsibility
20.5.3. The Impact and Measurement of Corporate Social Responsibility

20.6. Responsible Management Systems and Tools

20.6.1. CSR: Corporate Social Responsibility
20.6.2. Essential Aspects for Implementing a Responsible Management Strategy
20.6.3. Steps for the Implementation of a Corporate Social Responsibility Management System
20.6.4. CSR Tools and Standards

20.7. Multinationals and Human Rights

20.7.1. Globalization, Multinational Companies and Human Rights
20.7.2. Multinational Companies and International Law
20.7.3. Legal Tools for Multinationals on Human Rights

20.8. Legal Environment and Corporate Governance

20.8.1. International Rules on Importation and Exportation
20.8.2. Intellectual and Industrial Property
20.8.3. International Labor Law

Module 21. People and Talent Management

21.1. Strategic People Management

21.1.1. Strategic Management and Human Resources
21.1.2. Strategic People Management

21.2. Human Resources Management by Competencies

21.2.1. Potential Analysis
21.2.2. Remuneration Policy
21.2.3. Career/Succession Planning

21.3. Performance Evaluation and Performance Management

21.3.1. Performance Management
21.3.2. Compliance Management: Objectives and Process

21.4. Innovation in Talent and People Management

21.4.1. Strategic Talent Management Models
21.4.2. Talent Identification, Training and Development
21.4.3. Loyalty and Retention
21.4.4. Proactivity and Innovation

21.5. Developing High Performance Teams

21.5.1. High-Performance Teams: Self-Managed Teams
21.5.2. Methodologies for Managing High-Performance Self-Managed Teams

21.6. Change Management

21.6.1. Change Management
21.6.2. Type of Change Management Processes
21.6.3. Stages or Phases in Change Management

21.7. Negotiation and Conflict Management

21.7.1. Negotiation
21.7.2. Conflict Management
21.7.3. Crisis Management

21.8. Productivity, Attraction, Retention and Activation of Talent

21.8.1. Productivity
21.8.2. Talent Attraction and Retention Levers

Module 22. Economic and Financial Management

22.1. Economic Environment

22.1.1. Macroeconomic Environment and the National Financial System
22.1.2. Financial Institutions
22.1.3. Financial Markets
22.1.4. Financial Assets
22.1.5. Other Financial Sector Entities

22.2. Executive Accounting

22.2.1. Basic Concepts
22.2.2. The Company's Assets
22.2.3. Company's Liabilities
22.2.4. The Net Worth of the Company
22.2.5. The Profit and Loss Statement

22.3. Information Systems and Business Intelligence

22.3.1. Fundamentals and Classification
22.3.2. Phases and Methods of Cost Allocation
22.3.3. Choice of Cost Center and Impact

22.4. Budget and Management Control

22.4.1. The Budget Model
22.4.2. The Capital Budget
22.4.3. The Operating Budget
22.4.5. The Cash Budget
22.4.6. Budget Monitoring

22.5. Financial Management

22.5.1. The Company's Financial Decision
22.5.2. Financial Department
22.5.3. Cash Surplus
22.5.4. Risks Associated with Financial Management
22.5.5. Financial Risk Management

22.6. Financial Planning

22.6.1. Definition of Financial Planning
22.6.2. Actions to be Taken in Financial Planning
22.6.3. Creation and Establishment of Business Strategy
22.6.4. The Cash Flow Table
22.6.5. The Working Capital Table

22.7. Corporate Financial Strategy

22.7.1. Corporate Strategy and Sources of Financing
22.7.2. Financial Products for Corporate Financing

22.8. Strategic Financing

22.8.1. Self-Financing
22.8.2. Equity Capital Growth
22.8.3. Hybrid Resources
22.8.4. Financing through Intermediaries

22.9. Financial Analysis and Planning

22.9.1. Balance Sheet Analysis
22.9.2. Profit and Loss Statement Analysis
22.9.3. Profitability Analysis

22.10. Analyzing and Solving Cases/Problems

22.10.1. Financial Information of Industria de Diseño y Textil, S.A. (INDITEX)

Module 23. Commercial Management and Strategic Marketing

23.1. Commercial Management

23.1.1. Conceptual Framework of Commercial Management
23.1.2. Commercial Strategy and Planning
23.1.3. The role of Sales Managers

23.2. Marketing

23.2.1. The Concept of Marketing
23.2.2. The Basic Elements of Marketing
23.2.3. Marketing Activities in Companies

23.3. Strategic Marketing Management

23.3.1. The Concept of Strategic Marketing
23.3.2. Concept of Strategic Marketing Planning
23.3.3. Stages in the Process of Strategic Marketing Planning

23.4. Digital Marketing and Ecommerce

23.4.1. Digital Marketing and Ecommerce Objectives
23.4.2.Digital Marketing and Media Used
23.4.3. Ecommerce. General Context
23.4.4. Ecommerce Categories
23.4.5. Advantages and Disadvantages of Ecommerce vs. Traditional Commerce

23.5. Digital Marketing to Reinforce a Brand

23.5.1. Online Strategies to Improve Your Brand's Reputation
23.5.2. Branded Content and Storytelling

23.6. Digital Marketing to Attract and Retain Customers

23.6.1. Loyalty and Engagement Strategies using the Internet
23.6.2. Visitor Relationship Management
23.6.3. Hypersegmentation

23.7. Managing Digital Campaigns

23.7.1. What is a Digital Advertising Campaign?
23.7.2. Steps to Launching an Online Marketing Campaign
23.7.3. Mistakes in Digital Advertising Campaigns

23.8. Sales Strategy

23.8.1. Sales Strategy
23.8.2. Sales Methods

23.9. Digital Communication and Reputation

23.9.1. Online Reputation
23.9.2. How to Measure Digital Reputation?
23.9.3. Online Reputation Tools
23.9.4. Online Reputation Reporting
23.9.5. Online Branding

Module 24. Executive Management

24.1. General Management

24.1.1. The Concept of General Management
24.1.2. The Role of the CEO
24.1.3. The CEO and their Responsibilities
24.1.4. Transforming the Work of Management

24.2. Manager Functions: Organizational Culture and Approaches

24.2.1. Manager Functions: Organizational Culture and Approaches

24.3. Operations Management

24.3.1. The Importance of Management
24.3.2. The Value Chain
24.3.3. Quality Management

24.4. Public Speaking and Spokesperson Training

24.4.1. Interpersonal Communication
24.4.2. Communication Skills and Influence
24.4.3. Communication Barriers

24.5. Personal and Organizational Communication Tools

24.5.1. Interpersonal Communication
24.5.2. Interpersonal Communication Tools
24.5.3. Communication in the Organization
24.5.4. Tools in the Organization

24.6. Communication in Crisis Situations

24.6.1. Crisis
24.6.2. Stages of a Crisis
24.6.3. Messages: Contents and Timing

24.7. Preparation of a Crisis Plan

24.7.1. Analysis of Potential Problems
24.7.2. Planning
24.7.3. Personnel Adaptation

24.8. Emotional Intelligence

24.8.1. Emotional Intelligence and Communication
24.8.2. Assertiveness, Empathy, and Active Listening
24.8.3. Self-Esteem and Emotional Communication

24.9. Personal Branding

24.9.1. Strategies for Personal Brand Development
24.9.2. Personal Branding Laws
24.9.3. Tools for Creating Personal Brands

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