This university qualification will connect you with the major challenges of today's healthcare sector, from digital transformation to excellence in Medical Administration” 

The transformation of healthcare systems worldwide has highlighted the need for more agile, sustainable structures focused on clinical and organizational efficiency.  This process requires professionals with a strategic perspective, capable of making informed decisions, leading multidisciplinary teams, and ensuring quality care in complex environments. In this context, the role of those in Medical Administration is being redefined as crucial in shaping institutional policies, optimizing resources, and implementing integrated care models. 

For this reason, TECH has designed this Postgraduate diploma in Medical Administration and Health Services Management as a direct response to the new challenges in healthcare management. It is an academic pathway that will provide a global and practical perspective on the main clinical management mechanisms, service planning, evaluation, and quality indicators management. In addition, areas such as bioethics, patient safety, leadership, healthcare regulation, and digital transformation will be addressed, offering a comprehensive approach aimed at decision-making with impact. 

With a 100% online methodology, this university qualification will adapt to the dynamics of business professionals interested in the healthcare sector, allowing them to advance with autonomy and flexibility. The content will be permanently available through the innovative Virtual Campus, with the option to download it for offline consultation. Furthermore, the Relearning method, based on the intelligent repetition of concepts, will naturally and progressively enhance knowledge retention, avoiding long and monotonous hours of memorization. 

As an exclusive benefit from TECH, professionals will have access to disruptive Masterclasses taught by high-level International Guest Directors. These lessons will help strengthen their professional profile, expand their managerial capabilities, and position them more solidly in an increasingly competitive and demanding sector. 

You will have access to a series of Masterclasses taught by internationally renowned experts, designed to strengthen your competencies in leadership, critical thinking, global vision, and effective local action” 

This Postgraduate diploma in Medical Administration and Health Services Management contains the most complete and up-to-date university program on the market. Its most notable features are: 

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

With TECH's innovative Relearning system, you will naturally assimilate key concepts, applying them from the very first moment in your professional environment"

The faculty includes professionals from the business field, who bring their practical experience to this program, as well as recognized specialists from leading societies and prestigious universities. 

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

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

You will progress without fixed schedules, with content available 24/7 and the flexibility required by the life of a healthcare professional”

You will train at your own pace, from anywhere, with the support of experts actively working in the healthcare sector and with a methodology tailored to your needs” 

Managing with a strategic vision is now an unavoidable necessity in the healthcare field. Through a carefully designed curriculum, this academic experience will emphasize the structural dynamics of healthcare organizations, team leadership with a human-centered approach, and the application of economic criteria in decision-making. In addition, key aspects such as operational planning, efficient clinical management, outcome evaluation, and talent development will be addressed. Furthermore, you will delve into competency-based management models that strengthen professional leadership and optimize care processes from a transversal, practical perspective focused on continuous improvement. 

You will deepen your understanding of competency-based management models, preparing yourself to lead high-performance teams in demanding healthcare environments” 

Module 1. Planning and Control of Health Organizations

1.1. Stakeholders in the National Health System

1.1.1. Sustainability of the National Health System
1.1.2. Stakeholders in the Healthcare System
1.1.3. The Taxpayer
1.1.4. The Patient
1.1.5. The Professional
1.1.6. Purchasing Agency
1.1.7. The Buyer
1.1.8. The Manufacturing Institution
1.1.9. Conflicts and Interests

Module 2. The Medical and Healthcare Division in the Health System

2.1. Classical Medical Management vs. Care Management

2.1.1. Classic Medical Management
2.1.2. Medical Healthcare Management

2.2. Management Information Systems and Electronic Medical Records

2.2.1. Control Panels
2.2.2. Electronic Medical Records
2.2.3. Assisted Prescription Systems
2.2.4. Other Useful Information Systems in Health Management

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

2.3.1. The Need for Healthcare Integration
2.3.2. Integrated Health Organizations. Initial Bases
2.3.3. Starting an Integrated Health Organization

2.4. Bioethics and Humanization in Medical Practice

2.4.1. Current Status of Dehumanization in the Healthcare System
2.4.2. Quality Management
2.4.3. Humanizing Quality Management
2.4.4. Humanization Programs

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

2.5.1. Management Role
2.5.2. Active Participation Management
2.5.3. Management Objectives
2.5.4. Regulation of the Relationship Between Medical Management and Executive Management
2.5.5. Professional Management Systems

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

2.6.1. What is Public Health
2.6.2. Health Promotion
2.6.3. Disease Prevention
2.6.4. Foreign or International Health
2.6.5. The Challenges of Public Health

2.7. Transformation of the Healthcare Model. The Triple Objective

2.7.1. Continuity of Healthcare Strategy
2.7.2. Social Health Strategy
2.7.3. Efficiency, Health and Patient Experience

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. Definition and Regulation of Clinical 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: Interhospital Units

3.4.1. What Can Be Considered in a Clinical Management Unit: Interhospital
3.4.2. Requirements for Interhospital Clinical Management Units
3.4.3. The 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 Assistance
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. People and Talent Management

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

4.1.1. People Assessment
4.1.2. Talent Development
4.1.3. Social and Institutional Climate

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

4.2.1. The Digital Revolution in Healthcare Practice and Clinical Management. Description of New Digital Tools
4.2.2. Experiences with Networks and Blogs of Health Professionals

Module 5. Economic Management and Evaluation

5.1. Funding Models

5.1.1. Payment Models and Stakeholders in the Health System
5.1.2. Payment Models to Professionals
5.1.3. Ideal Payment Model. Payment Models and Incentive Models
5.1.4. Assess Incentive Efficacy

5.2. Cost Calculation

5.2.1. Financial Assessment Fundamentals
5.2.2. Critiques of the Fundamentals of Welfare Economics
5.2.3. Classification of Accounting According to Purpose
5.2.4. Defining and Classifying Costs
5.2.5. Financial Assessments Used in Healthcare
5.2.6. Cost Centers
5.2.7. Process and Patient Cost
5.2.8.  Cost Analysis by Diagnosis-Related Groups (DRG)

5.3. Efficiency and Sustainability of Health Systems

5.3.1. Definitions
5.3.2. Macroeconomic Sustainability
5.3.3. Factors Putting Upward Pressure on Public Health Spending, Compromising Its Sustainability
5.3.4. Use in Health Services. Supply and Demand

5.4. Management Agreements

5.4.1. Strategic Planning as a Starting Point
5.4.2. The Management Agreement or Program Contract
5.4.3. Contents Normally Included in Management Agreements
5.4.4. Management Agreements and Differential Compensation
5.4.5. Limitations and Aspects to Consider in a Management by Objectives System

5.5. Budget and Purchasing

5.5.1. Budget Concept and Budgetary Principles
5.5.2. Types of Budgets
5.5.3. Budget Structure
5.5.4. Budget Cycle
5.5.5. Purchasing and Procurement Management
5.5.6. Management of Public Service Procurement

5.6. Purchasing, Contracting and Supplies.

5.6.1. Integrated Procurement Systems. Centralized Purchasing
5.6.2. Management of Public Service Contracting: Tenders and Agreements. Purchasing and Procurement Committees
5.6.3. Hiring in the Private Sector
5.6.4. Supply Logistics

5.7. Staffing and Performance Calculations

5.7.1. Estimated Healthcare Staffing Requirements
5.7.2. Staffing Calculation
5.7.3. Allocate Time for Healthcare Activity

5.8. Budget Management

5.8.1. Budget. Concept
5.8.2. Public Budget

5.9. Negotiation with Suppliers

5.9.1. Negotiation with Suppliers

Module 6. Competency-Based Management

6.1. Performance Evaluation. Competency-Based Management

6.1.1. Definition of Competencies
6.1.2. Performance Evaluation Procedure. Implementation
6.1.3. Functions
6.1.4. General and Specific Skills
6.1.5. Feedback from Professions to Improve Performance and Self-Assessment
6.1.6. Training Itinerary Design for Skills Development
6.1.7. Intrinsic and Extrinsic Motivation to Improve Performance. Methods
6.1.8. Most Important Principles of Change

6.2. Methods and Techniques. Competency-Based Management

6.2.1. The Assessment Interview. Instructions for the Assessor
6.2.2. General Principles of Motivational Interviewing
6.2.3. Motivational Interview
6.2.4. Communication Strategies
6.2.5. Miller’s Pyramid

Thanks to this comprehensive curriculum, you will learn to link medical management with organizational strategy to create value in every clinical and executive decision”