MBA in Hospital and Health Services Management for Nursing

Take your career a step further and become a prestigious hospital manager with this Professional Master’s Degree that TECH offers you” 

The figure of the hospital director is fundamental to guarantee correct healthcare organization, since the functioning and development of all the areas that operate in these institutions depends on them. It is also important to have strong leadership, communication, sensitivity and social responsibility skills. Working as a nurse, these skills develop naturally and, thanks to many years of experience, nurses are well suited for top-quality management. 

Because of the above, this program has been created to help train nurses in hospital development and management. The student will learn the best of the management aspects within hospitals, learning key aspects that will allow them to develop as a high-level manager, and polish their communication and social responsibility skills, together with the conscience and ethical conduct required in a position of great responsibility such as this one. 

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

This program is focused on deepening the understanding in all the aspects which make hospital management unique. It also demonstrates the weaknesses and future opportunities we have ahead of us, making the most of the new educative technology available. The syllabus is presented in a rigorous way with practical cases in which we can develop our knowledge, with the aim of sharing experiences and new techniques that are already being used by some professionals in different health services around the world. 

Train through this MBA in Hospital and Health Services Management for Nursing”

This MBA in Hospital and Health Services Management for Nursing contains the most complete and up-to-date program on the market. The most important features include:

• Practical cases presented by experts in Hospital and Health Services Management for Nursing
• 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
• Latest innovations in hospital management
• Practical exercises where the self-assessment process can be carried out to improve learning
• Algorithm-based interactive learning system for decision-making in the situations that are presented to the student
• With special emphasis on evidence-based nursing and research methodologies in hospitalization management
• 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

If you are a nurse, this program is perfect for helping you aspire to a managerial position in the management team of hospital centers" 

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

Its multimedia content, developed with the latest educational technology, will enable the professional to contextual and situated learning, i.e. a simulated environment that will provide immersive learning 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 reason, you will be assisted by an innovative, interactive video system created by renowned and experienced experts in the field with extensive experience. 

You will be able to complete the program 100% online, adapting it to your needs and making it easier for you to study while you carry out your full-time healthcare work"

Don't miss the opportunity and get up to date on the advances in Hospital and Health Services Management for Nursing to incorporate them into your daily practice"

The structure of the contents has been designed by a team of professionals with extensive experience in the management of hospitals and health centers, aware of the relevance of the current relevance of innovative training, and committed to quality teaching through new educational technologies. All this, from a global point of view for its application on an international level, including all the fields of work involved in the development of the professional in this type of work environment. A curriculum efficiently created by professionals in nursing and other related fields, which will allow you to advance gradually in a stimulating and attractive way. With the most updated contents and the most efficient approach. 

This MBA in Hospital and Health Services Management for Nursing contains 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. Actors in the National Health System
1.1.5. Future Organization
1.1.6. Management and Direction

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

1.1.7. Actors in the National Health System

1.1.7.1. Planners, Funders, Providers and Managers, Relationships and Differences
1.1.7.2. Control and Inspection
1.1.7.3. Citizens: Clients and Patients. Patient Associations
1.1.7.4. Professionals: Trade Unions and Professional Societies
1.1.7.5. Activists: Citizen Platforms and Pressure Groups

1.2. Health Systems and Policies

1.2.1. Health Systems

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

1.2.3. Evolution and Other Aspects of Health Systems

1.2.3.1. Complexity and Chronicity Care
1.2.3.2. Information Technology as a Driver for the Transformation of Healthcare Systems
1.2.3.3. Promotion of Health and Heath Education Prevention
1.2.3.4. Traditional Public Health and Its Evolution
1.2.3.5. Health Coordination or Integration. The Concept of a Public Social Health Space

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

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

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 Welfare Management: Relations with the Nursing Division 

1.3.6. Public Health, Promotion of Health and Health Education for Welfare 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. Regulating Clinical Management

2.1.1.1. Different Definitions and Visions of Clinical Management
2.1.1.2. 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. Interservice 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 Social Healthcare 

2.2.2. Telemedicine

2.2.2.1. 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. Training of Health Personnel with Special Emphasis on Physicians, Situation and Opportunities for Improvement

2.3.2. Working Hours in Units and Services

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

2.3.3. Employability Tools in the Private and Public Sector

2.3.3.1. Public Employment Offers. Types of offers. Merit Scales
2.3.3.2. Personnel Selection Systems in the Private Sector
2.3.3.3. Terminations or Dismissals, Motivation, Justification and Communication, thereof

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

2.3.4.1. Welcoming, Mentoring and Dismissal Plans
2.3.4.2. Talent Detection and Development
2.3.4.3. Institutional and Social Climate: Measurement and Improvement

2.3.5. Visibility in Clinical and Care Management: Blog and Networks 

2.3.5.1. The Digital Revolution in Welfare Practice and Clinical Management. Description of New Digital Tools. How to Improve Visibility
2.3.5.2. Experiences with Networks and Blogs of Health Professionals

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 Professionals 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. Patient Safety. Evolution Over Time

3.4.1.1. Introduction and Definition. Background and Current Situation
3.4.1.2. Basic Studies on Patient Safety

3.4.2. Nosocomial Infections

3.4.2.1. Hospital Infection Control and Surveillance Programs and Networks
3.4.2.3. Asepsis, Disinfection and Sterilization

3.4.3. Preventing Adverse Effects of Health Care

3.4.3.1. Prevention and Detection of Adverse Events Related to Health Care
3.4.3.2. AMFE (Modal Analysis of Failures and Effects). Root Cause Analysis

3.4.4. Information and Record Systems

3.4.4.1. Adverse Event Reporting and Recording Systems

3.4.5. Secondary and Tertiary Victims

3.4.5.1. Health Professionals in the Face of Adverse Effects
3.4.5.2. Recovery Trajectory and Emotional Support
3.4.5.3. 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. ISO14001
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 of Leadership and Types
4.1.1.4. How to Create 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: Different Theories
4.1.2.3. Available Evidence on How to Motivate Professionals

4.1.3. Delegation

4.1.3.1. What is Delegation? Forms of Delegation Ways to Evaluate Delegation, Tasks and Delegation, Non-Delegable Tasks and Functions
4.1.3.2. Personal Attitudes Towards Delegation. Guidelines for Effective Delegation

4.1.4. Executive Coaching

4.1.4.1. Coaching. 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. Centralized Decision-Making Process, Individual Decision-Making Process, Group Decision Making Process
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. Types of Strategies. 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. Communication and Marketing in Health

4.5.1. Marketing

4.5.1.1. Definition of the Term. Dimensions of Marketing. Marketing Mission and Cycles. Marketing 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 Welfare Institutions. Hospitals
4.5.2.3. Welfare 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 Welfare 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 Designs and Biases
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”