Hospital and Health Services Management

Medical Science is Thousands of Years Old. The field of Management Science is barely 100 years old. Management applied to the Health Sciences is in its infancy”. (Management Sciences for Health “Occasional Papers” No. 4(2006)”

Generally speaking, when a professional is appointed manager of a hospital and had no previous training or experience, his or her main shortcomings are:

• Lack of leadership and cultural change skills
• Problems in relationship management (internal and external)
• Negotiation problems
• Problems handling information management systems
• Financial management problems
• Problems with legal regulations
• Supply chain management issues
• Problems managing Public Health objectives
• Problems managing threats, risks, or emergency situations.

This training program follows the competency development guidelines for managers and executives in the health, social health and social sectors, based on the Leadership Competencies for Healthcare Services Managers document, issued by the International Hospital Federation.

It combines the best of an Online Business School, so as to develop managerial skills, together with management, communication and social and professional responsibility skills, coupled with the social awareness and ethical conduct required in a position of responsibility in a hospital; that is what we intend to achieve in a program like this.

The practical nature of the topics makes it easy for each student to transmit their experience and professional background, making each session, within the context of the program, an opportunity to expand knowledge and put it into action.

Get qualified through the Professional Master’s Degree in Hospital and Health Services Management”

This  Professional Master’s Degree in Hospital and Health Services Management comprises the most complete and up-to-date scientific program on the market. The most important features include:

• Development of case studies, presented by experts in health management and other specialties.
• The graphic, schematic, and eminently practical contents with which they are created provide scientific and healthcare information on situations that occur regularly in a hospital setting.
• Presentation of practical workshops on procedures and decision making.
• Algorithm-based interactive learning system for decision-making in the situations with which the students are presented
• Action protocols, where you can find the latest trends in healthcare management.
• All of this will be complemented by theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments.
• Special emphasis is put on the scientific method and research methodology in health management.
• Availability of content from any device, fixed or portable, with an Internet connection

This Professional Master’s Degree in Hospital and Health Services Management is the best investment you can make in selecting a training program for two reasons: In addition to qualifying you as a health services manager, you will obtain a degree from TECH Technological University”

The teaching staff includes a team of prestigious Health Management professionals, who bring their experience to this training program, as well as renowned healthcare specialists, who complement the program, adding interdisciplinary elements.

Thanks to its multimedia content developed using the latest educational technology, professionals are afforded situated, contextual learning, that is to say, a simulated environment that provides immersive learning programmed to train them for real-life situations.

This program is designed around Problem Based Learning, whereby professionals must try to solve the different practice situations with which they are faced during the program. You will be assisted by an innovative, interactive video system created by renowned and experienced experts in the field of health management who have extensive teaching experience.

You will be able to complete the Professional Master’s Degree 100% online, adapting it to your needs and making it easier for you to take it while you carry out your full-time healthcare activity”

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

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

This Professional Master’s Degree in Hospital and Health Services Management, comprises the most complete and up-to-date scientific program on the market”

Module 1. Health System and Health Organizations

1.1. Planning and Control in Health Organizations

1.1.1.The Process of Strategic Planning

1.1.1.1. Mission, Vision, and Values
1.1.1.2. The Strategic Planning Cycle Strategic Plan and Strategic Lines
1.1.1.3. Planning and Continuous Quality Improvement. Advantages of Planning
1.1.1.4. Internal and Competitive Analysis of the Environment. Benchmarking

1.1.2.Management by Values and Objectives

1.1.2.1. Operational Planning. Obtaining Objectives from Strategic Lines of Action
1.1.2.2. Types of Objectives Goals
1.1.2.3. Management by Values and Objectives: Management Plans
1.1.2.4. Assessment of the Strategic and Operational Plan

1.1.3.Organizational Theory Applied to Healthcare

1.1.3.1. Types of Organization
1.1.3.2. Organizational Behavior Studies
1.1.3.3. Characteristics of the Public Organization
1.1.3.4. New Organizational Models. Fluid and Matrix Organizations

1.1.4. Future Organization
1.1.5. Management and Direction

1.1.6.1. The Management Process
1.1.6.2. Collegiate Management Bodies
1.1.6.3. Management Styles

1.2. Health Systems and Policies

1.2.1.Health Systems

1.2.1.1. Main Models of Health Systems Comparison and Results
1.2.1.2. Beveridge Model Health Systems NHS: Examples
1.2.1.3. Bismark Model Health Insurance Systems: Examples
1.2.1.4. Evolution of the Different Health Systems

1.2.2. Health Financing and Provision

1.2.2.1. Health Systems Financing. Public Contributions
1.2.2.2. The Right to Health Care: Basic and Complementary Services
1.2.2.3. Different Provision Models in an NHS. Private Provision
1.2.2.4. Co-payment and User Financing

1.2.3. The Care Health Care System in Spain. Relationships and Differences Between Autonomous Communities, Regulatory Framework

1.2.3.1. The General Health Law and Basic Health Structures
1.2.3.2. Autonomous Community Health Services and Territorial Coordination. The Inter-territorial Health Council
1.2.3.3. Comparison of the Autonomous Communities’ Health Service Organization, Financing and Resources

1.2.4. Alternatives to the Traditional Management Models

1.2.4.1. Evaluation of New Management Models. Results and Experience

1.3. Medical and Healthcare Management Department in the Health System

1.3.1. Classic Medical Management vs. Care Management

1.3.1.1. Structure and Content of Health System Governing Bodies. Current Organization Charts and Future Alternatives
1.3.1.2. Physicians in Managerial Positions: From Board Members to Healthcare Directors and Managers, Including General Management
1.3.1.3. Preparation and Value Contribution
1.3.1.4. Medical Division: Critical Areas
1.3.1.5. Different Organizational Structures within the Medical Division

1.3.2. Management Information Systems and Electronic Medical Records

1.3.2.1. Control Panels
1.3.2.2. Electronic Medical Records
1.3.2.3. Assisted Prescription Systems
1.3.2.4. MBDS, ICD
1.3.2.5. Other Useful Information Systems in Health Management

1.3.3. Territorial Coordination and Care Continuity: Integration, Primary Care, Hospital Care and Health and Social Care

1.3.3.1. Territorial Coordination and Levels of Care
1.3.3.2. Healthcare Continuity in the Care Process. Integrated Healthcare Processes
1.3.3.3. Moving Towards a Public Healthcare Model

1.3.4. Bioethics and Humanization in Medical Practice

1.3.4.1. Bioethical Principles
1.3.4.2. Ethics Committees in Health Organizations
1.3.4.3. Humanization of Health Care

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

1.3.5.1. Tools for Knowledge Management in Clinical and Healthcare Management
1.3.5.2. Medical and Healthcare Management: Relations with the Nursing Division

1.3.6. Public Health, Promotion of Health and Health Education for Healthcare Directorates

1.3.6.1. Public Health: Concept and Scope
1.3.6.2. Promotion of Health and Heath Education
1.3.6.3. Prevention Programs: Types

Module 2. Clinical and Economic Management

2.1. Clinical Management

2.1.1. Regulation of Clinical Management

2.1.1.1. Different Definitions and Visions of Clinical Management
2.1.1.2. Different Decrees and Regulations on Clinical Management
2.1.1.3. Levels of Autonomy

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

2.1.2.1. Types and Classification of Scientific Evidence
2.1.2.2. Protocols, Clinical Practice Guidelines, Clinical Pathways: Differences
2.1.2.3. Scale and Care Pathways

2.1.3. Patient Classification Systems

2.1.3.1. Patient Classification Systems
2.1.3.2. Patient Dependency Analysis. Dependency Scales and Classification
2.1.3.3. Calculation of Staffing/Cash Flow Based on Patient Classification. Workload Distribution

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

2.1.4.1. Types of Clinical Management Units
2.1.4.2. Mixed Primary and Specialized Care Units
2.1.4.3. Interdepartmental Units
2.1.4.4. Inter-hospital Units

2.1.5. Prudent Drug Prescription. Electronic Prescription

2.1.5.1. Prudent Prescribing: Choosing Wisely
2.1.5.2. “Non-action” Strategies

2.1.6. Prescription Complementary Tests

2.1.6.1. Prudent Prescribing vs. Defensive Medicine
2.1.6.2. Prescription Audits and Prescription Monitoring: Results

2.2. Chronicity and Telemedicine Management

2.2.1. Complex and Chronic Patient Management

2.2.1.1. Chronic Care Model and Population Stratification. Kaiser Permanente
2.2.1.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home
2.2.1.3. Chronicity and Public Health Care

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

2.2.2.1. Active Patient Model. Stanford University
2.2.2.2. Patient Schools
2.2.2.3. Patient Empowerment and Nursing Input

2.2.3. Telemedicine

2.2.3.1. Services Currently in Place and Future Perspectives

2.3. People and Talent Management

2.3.1. Health Professionals. Types and Relations

2.3.1.1. Health Professions Management. Types of Professionals and Their Interactions
2.3.1.2. Training of Health Personnel with Special Emphasis on Physicians, Situation and Opportunities for Improvement

2.3.2. Rights and Responsibilities. Retributions

2.3.2.1. Worker’s Statute. Rights and Responsibilities
2.3.2.2. Statutory and Civil Servant Personnel. Statutory Personnel Status. Disciplinary Regime. Incompatibilities
2.3.2.3. Remuneration of Civil Servants and Statutory Personnel
2.3.2.4. Employees in Public Administration and Private Centers
2.3.2.5. Trade unions. Representation, Participation and Collective Bargaining. Personnel Boards and Works Councils

2.3.3. Working Hours in Units and Services

2.3.3.1. Working Hours; Personal Leave and Leaves of Absence for Statutory and Civil Servant Personnel
2.3.3.2. Collective Bargaining Agreements in the Health Sector
2.3.3.3. Shift Work and On-call System. Shift Planning Systems. Turnover. Continued Care.
2.3.3.4. Demand-Driven Staffing

2.3.4. Employability Tools in the Private and Public Sector

2.3.4.1. Public Employment Offers. Types of Offers. Merit Scales
2.3.4.2. Personnel Selection Systems in the Private Sector
2.3.4.3. Terminations or Dismissals, Motivation, Justification and Communication, thereof

2.3.5. Staff Evaluation and Talent Development. Social and Institutional Climate

2.3.5.1. Welcoming, Mentoring and Dismissal Plans
2.3.5.2. Talent Detection and Development
2.3.5.3. Institutional and Social Climate: Measurement and Improvement

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

2.3.6.1. The Digital Revolution in Healthcare Practice and Clinical Management. Description of New Digital Tools. How to Improve Visibility
2.3.6.2. Experiences on Health Professionals’ Networks and Blogs

2.4. Management and Economic Assessment

2.4.1. Cost Calculation

2.4.1.1. Weighting and Calculation of Health Costs

2.4.1.1.1. Cost/Benefit
2.4.1.1.2. Cost/Utility
2.4.1.1.3. Cost/Productivity

2.4.2. Budget and Accounting

2.4.2.1. General Accounting Principles
2.4.2.2. What is a Budget? Types of Budgeting and Financial Management
2.4.2.3. Retrospective Income and Expenses Budget
2.4.2.4. Prospective Public Budget by Chapters
2.4.2.5. Public Legislation on Budgets

2.4.3. Purchasing, Contracting and Supplies

2.4.3.1. Purchasing Management. Purchasing and Procurement Commissions
2.4.3.2. Integrated Procurement Systems. Centralized Purchasing
2.4.3.3. Management of Public Service Contracting: Tenders and Agreements
2.4.3.4. Hiring in the Private Sector
2.4.3.5. Supply Logistics

2.4.4. Efficiency and Sustainability of Health Systems

2.4.4.1. Financial Situation of the Public Health System: The Sustainability Crisis
2.4.4.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits
2.4.4.3. Expenditure Control in the Public Health System

2.4.5. Funding Models

2.4.5.1. Financing Based on Historical Budget and Activity
2.4.5.2. Capitation Funding
2.4.5.3. Financing by DRGs and Processes, Payment per Procedure
2.4.5.4. Incentives for Professionals Based on Funding

2.4.6. Clinical and Economic Management Agreements and Contracts

2.4.6.1. Management Agreements. Definition and Models
2.4.6.2. Development and Assessment of a Management Agreement

Module 3. Quality Management

3.1. Quality Management

3.1.1. Quality in Health Care

3.1.1.1. Definitions of Quality and of the Historical Development of the Concept. Quality Dimensions
3.1.1.2. Quality Assessment and Improvement Cycle
3.1.1.3. EFQM Quality Improvement Model. Implementation.
3.1.1.4. ISO standards and External Quality Accreditation Models

3.1.2. Quality of Care Programs. Improvement Cycles

3.1.2.1. Quality Circles
3.1.2.2. Continuous Quality Improvement Strategies
3.1.2.3. LEAN

3.2. Management by Process Lean Healthcare
3.3. Competency Management

3.3.1. Performance Evaluation. Competency Management

3.3.1.1. Definition of Competencies
3.3.1.2. Performance Evaluation Procedure. Implementation
3.3.1.3. Feedback from Professions for Improving their Performance and Self-evaluation.
3.3.1.4. Training Itinerary Design for Skills Development

3.3.2. Methods and Techniques

3.3.2.1. The Assessment Interview. Instructions for the Assessor
3.3.2.2. Main Common Errors and Impediments in Assessment
3.3.2.3. Motivational Interview
3.3.2.4. Miller’s Pyramid

3.4. Patient Security

3.4.1. Nosocomial Infections

3.4.1.1. Definition and Classification. Evolution of EPINE (Prevalence of Nosocomial Infections in Spain) Studies 
3.4.1.2. Hospital Infection Control and Surveillance Programs and Networks
3.4.1.3. Asepsis, Disinfection and Sterilization

3.4.2. Preventing Adverse Effects of Health Care

3.4.2.1. Prevention and Detection of Adverse Events Related to Health Care
3.4.2.2. FMEA: (Failure Modes and Effects Analysis) Root Cause Analysis

3.4.3. Information and Record Systems

3.4.3.1. Adverse Event Reporting and Recording Systems

3.4.4. Secondary and Tertiary Victims

3.4.4.1. Health Professionals in the Face of Adverse Effects
3.4.4.2. Recovery Trajectory and Emotional Support
3.4.4.3. Impact on Corporate Image

3.5. Quality Accreditation in Healthcare

3.5.1. Accreditation in Health Care

3.5.1.1. Specific Features of Health Services Accreditation
3.5.1.2. The Value of Being Accredited. How the Organization and Patients Benefit
3.5.1.3. Health Accreditation in Clinical Services

3.5.2. Joint Commission International

3.5.2.1. Criteria and Process Phases

3.5.3. EFQM Model

3.5.3.1. The Concept of Self-assessment
3.5.3.2. Improvement Plans
3.5.3.3. An Example of EFQM Model Implementation in a Hospital and in an Area of Health Care

3.5.4. ISO Accreditation

3.5.4.1. Definition and General Criteria
3.5.4.2. ISO 9001
3.5.4.3. ISO 14001
3.5.4.4. Other Types of ISO Relevant to the Health Sector

Module 4. Decision-Making and Communication

4.1. Leadership Management

4.1.1. Team Leadership

4.1.1.1. Theories on the Nature and Origin of Authority: Traditional or Institutional Views. Functional Approach Behavioral Approach Integrative Approach
4.1.1.2. Authority and Power, Types of Power
4.1.1.3. Leadership: Components and Types
4.1.1.4. How to Make a Leader?
4.1.1.5. New Leadership Models. Situational Leadership Coaching
4.1.1.6. The Term “Staff”, Functional Hierarchical Scheme, Different Types of Staff, Line and Staff Concepts; Theories, Influence of Cultures on Leadership

4.1.2. Motivation

4.1.2.1. Motivating Agents. Intrinsic and Extrinsic Motivation
4.1.2.2. Differences between Motivation and Satisfaction, and the Theories Behind Them
4.1.2.3. Available Evidence on How to Motivate Professionals

4.1.3. Delegation

4.1.3.1. What is Delegation? Types of Delegation. Ways of Evaluating Delegation. Tasks and Functions that Cannot be Delegated
4.1.3.2. Personal Attitudes Towards Delegation. Guidelines for Effective Delegation

4.1.4. Executive Coaching

4.1.4.1. Coaching and Types of Coaching
4.1.4.2. Organizational Benefits and Applications to the Health Sector. Examples:

4.2. Managerial Decision-making

4.2.1. Change Management

4.2.1.1. Change Management in Organizations: Cultural, Structural and Scientific Changes
4.2.1.2. Growth, Transition or Transformation. Is Change Permanent in the World of Health Care?
4.2.1.3. Resistance to Change: How can we Overcome it and Convince People Change is Good?

4.2.2. The Decision Process

4.2.2.1. Decision Process: Centralized, Individual and Group Decision-making
4.2.2.2. Limiting Factor Principle. Cost Effectiveness and Efficiency in the Decision-making Process
4.2.2.3. Choosing the Best Solution. Prioritization. Decision Tree

4.2.3. Time, Stress and Personal and Professional Happiness Management

4.2.3.1. Techniques for Managing Time, Personal Agenda and Work-Life Balance
4.2.3.2. Stress Management Techniques and Techniques for Promoting Personal and Professional Happiness

4.3. Internal Communication in Management

4.3.1. Communication.

4.3.1.1. Communication and Information. The Communication Process. Elements of Communication. Requirements for Communication Communication Barriers
4.3.1.2. Communication Methods and Tools. Verbal Communication. Non-Verbal Communication. Written Communication

4.3.2. Meetings

4.3.2.1. Techniques for Holding Profitable Meetings. Preparation for Meetings and Types of Meetings. Participant Selection
4.3.2.2. Healthcare and Technical Committees and Commissions in Hospitals, Centers and Areas of Health Care
4.3.2.3. Negotiation. Strategy Types, Assertiveness. WiN WiN Strategy

4.3.3. Conflict Management.

4.3.3.1. Possible Conflicts in Health Organizations. Preventive Strategies
4.3.3.2. Conflict Management. Mediation

4.4. Creating a Personal Brand

4.4.1.Public Profile

4.4.1.1. Presenting Ourselves to the World. Our Digital Footprint
4.4.1.2. Professional Profile on Professional Social Networks
4.4.1.3. Digital Reputation. Positive References
4.4.1.4. Cover Letter

4.4.2. Interview for a Managerial Position

4.4.2.1. How to Face an Interview?
4.4.2.2. Body Language During an Interview. Kinesics

4.5. Healthcare Marketing and Communication

4.5.1. Marketing

4.5.1.1. Definition of the Term. Marketing Dimensions: Mission, Cycles and Tools
4.5.1.2. Patient, Client, User? Marketing Aimed at Public Health Care Users
4.5.1.3. External Marketing Planning in a Private Center
4.5.1.4. The Internal Client. Marketing and Internal Communication Plans in Healthcare Institutions
4.5.1.5. Management of Institutional Presence on Social Networks. Facebook.
4.5.1.6. Use of Twitter by the Organization
4.5.1.7. Use of LinkedIn by the Organization on a Professional Level
4.5.1.8. Use of Other Networks: Instagram, Tumblr...

4.5.2. Communication in Organizations

4.5.2.1. Communication Systems in Organizations. Intranet/Internet
4.5.2.2. Communication Specific to Healthcare Institutions. Hospitals
4.5.2.3. Healthcare Awards. Presentation of Nominations
4.5.2.4. Organization of Conferences, Congresses and Other Educational Events
4.5.2.5. Managing Local Communication: Press
4.5.2.6. Managing Local Communication: Radio
4.5.2.7. Managing Local Communication: Television
4.5.2.8. National Communication Management: Healthcare Press
4.5.2.9. External Conflicts. Information Crises Due to Bad News and How it is Managed

4.5.3. Relations with Social Agents, Users and Suppliers

4.5.3.1. Communication with Citizens, and with Patient and Consumer-User Associations.
4.5.3.2. Communication with Political Leaders, Owners-Shareholders, and Suppliers
4.5.3.3. Collaboration with the Pharmaceutical Industry
4.5.3.4. Internationalisation of the Health Sector. Health Tourism

4.5.4. Corporate Social Responsibility (CSR) and Good Healthcare Governance

4.5.4.1. CSR in the Healthcare Sector. CSR Strategic Plans in Organizations. Good Healthcare Governance: Transparency on the Part of Public and Private Companies
4.5.4.2. Environmental Management and Energy Efficiency in Healthcare Institutions
4.5.4.3. Development Cooperation through Healthcare Institutions
4.5.4.4. Networking. Strategic Partnerships.
4.5.4.5. The Patient Portal. Health Promotion and Disease Prevention via the Internet

4.6. Teaching, Research and Innovation Management: R&D&I in the Healthcare Environment

4.6.1.Basic Principles of Research Methodology Applied in Health Sciences
4.6.2. Sources of Information for Research and Sourcing Strategies
4.6.3. Critical Reading of Articles.
4.6.4. Epidemiology and Research Study Design and Bias
4.6.5. Database Analysis
4.6.6. Communication and Diffusion of Research Findings

A unique, key, and decisive training experience to boost your professional development”