Why study at TECH?

Training that will elevate your skills to the highest professional level, with up-to-date information on the latest business techniques and approaches"

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 Technological University

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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.  
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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.
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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.
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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.
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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. 


Show the world your talent after completing this program. 
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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. 
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Learn with the best

In the classroom, TECH’s 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: 

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

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Academic Excellence

TECH offers students the best online learning methodology. The university combines the Re-learning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.      

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Economy of Scale

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 Harvard Business School case studies" 

Structure and content

TECH has made available to its students a high-quality educational program, aimed at business professionals who wish to broaden their knowledge in human resources management, specifically in the field of personnel selection. In this way, students will find a very well-structured program that will help them to self-manage their study time in order to achieve a complete learning process adapted to their needs.  

Take a self-directed academic tour through the latest concepts and strategies for personnel selection"


This Advanced Master’s Degree MBA in HR Recruitment Expert by TECH Technological University is an intensive program that prepares students to face challenges and business decisions both nationally and internationally. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.

Throughout 3,000 hours of study, students will analyze a multitude of practical cases through individual work, achieving high quality learning that can be applied to their daily practice. It is, therefore, an authentic immersion in real business situations.

This program deals in depth with the main areas of the company and is designed for managers to understand personnel management from a strategic, international and innovative perspective.  

A plan designed for students, focused on their professional improvement and that prepares them to achieve excellence in the field of human resources management.

A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way.

This program takes place over 24 months and is divided into 19 modules: 

Module 1: Strategic HR Management
Module 2: HR Management and Administration Process
Module 3:
Organizational Behavior
Module 4:
Economic Management and Administration
Module 5:
Executive Coaching
Module 6:
Talent Management
Module 7:
Strategic Communication
Module 8:
Ethics and Corporate Social Responsibility 
Module 9:
Transforming Human Resources in the Digital Era 
Module 10:
Psychology of Work and Organizations
Module 11:
People Management  
Module 12:
Management and Management of In-Company Training 
Module 13:
Strategic Management of Equality and Diversity in HR  
Module 14:
Selection of People (I): Quantitative and Qualitative Methodologies 
Module 15:
People Selection (II): Digital Era 
Module 16:
Performance Management and Compensation Policy
Module 17:
Management of Labor Intermediation Policies 
Module 18:
Personal Productivity and Project Management 

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Where, when, and how it is taught.

TECH offers you the possibility of taking this program completely online. During the 24 months of training, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time.   

Module 1. Strategic HR Management 

1.1. HR Evolution: An Integrated Vision  
1.2. Strategic Thinking and System
1.3. Planning and Management of HR Department Projects  
1.4. Strategic Organizational Design  
1.5. Job Design, Recruitment, and Selection
1.6. Strategic Leadership
1.7. Auditing and Control of HR Function

Module 2. HR Management and Administration Process

2.1. Labor Recruitment
2.2. Labor Intermediation
2.3. Labor Relations and Information Technology
2.4. Layoffs and Restructuring of the Workforce
2.5. Collective Bargaining
2.6. Occupational Disability and Health
2.7. Occupational Health and Quality

Module 3. Organizational Behavior

3.1. Organizational Culture
3.2. Organizational Structure
3.3. Organization Management
3.4. Behavior and Organizational Changes
3.5. Power and Politics  
3.6. HR Department Organization
3.7. People in Organizations
3.8. Knowledge management

Module 4. Economic Management and Administration

4.1. Financial and Accounting Basis for HR Management
4.2. Financial Diagnosis
4.3. Analysis of the Income Statement Profit and Loss
4.4. Compensation Policy Management
4.5. Compensation and Non-Economic Benefits

Module 5.  Executive Coaching 

5.1. Neuromanagement
5.2. Self-control and Self-efficacy
5.3. Coaching
5.4. Positive Psychology
5.5. Management and Emotional Intelligence
5.6. Empathy and Collaboration
5.7. Time Management

Module 6. Talent Management

6.1. Job Analysis
6.2. Selection, Group Dynamics and HR Recruitment
6.3. Human Resources Management by Competencies
6.4. Performance Evaluation and Compliance Management
6.5. Training Management
6.6. Talent Management
6.7. Innovation in Talent and People Management
6.8. Motivation
6.9. Employer Branding
6.10. Development of High Performance Teams  

Module 7. Strategic Communication

7.1. Interpersonal Communication

Module 8. Ethics and Corporate Social Responsibility

8.1. The Managerial Role and CSR
8.2. Corporate Responsibility

Module 9. Transforming Human Resources in the Digital Era

9.1. New Forms of Organization and New Work Methodologies  
9.2. Digital Skills and Professional Brand  
9.3. HR and Data Analysis  
9.4. Managing People in the Digital Age  

Module 10. Psychology of Work and Organizations

10.1. Approach to Work and Organizational Psychology

10.1.1. Definition and Historical Conceptualization
10.1.2. Application of the Psychology of Work and Organizations
10.1.3. Psychological Pictures in the Workplace 

10.2. Organizational Structure

10.2.1. Organizational Structure: The Organizational Chart
10.2.2. Group Structure: Types of Business Groups 
10.2.3. Information Processing and Exchange in the Organization

10.3. Organizational Climate 

10.3.1. Concept of Organizational Climate 
10.3.2. The Importance of Establishing an Organizational Culture in the Company and its Impact on the Worker 
10.3.3. Organizational Climate Assessment 

10.4. The Positive and Creative Context in Organizations

10.4.1. Introduction to the Positive Context 
10.4.2. Handling Turbulent Contexts and Dispensers 
10.4.3. Mediation Actions 
10.4.4. Organizational Change 

10.5. Social Psychology of Conflict and Negotiation  

10.5.1. Social Conflict (The Human Group and its Cognitive Components in a Group) 
10.5.2. The Human Group: Collective Processes
10.5.3. Stimulation of Conflict 

10.6. Psychosocial Foundations of Human Behavior

10.6.1. Psychological Foundations of Human Behavior
10.6.2. Values 
10.6.3. Perception 
10.6.4. Learning 
10.6.5. Commitment

10.7. Job Orientation 

10.7.1. Contextualization of Guidance in the World of Work
10.7.2. Career Guidance in Lifelong Work-Based Learning: Skills 
10.7.3. Digital Transformation in Career Guidance  
10.7.4. International Organizations in Vocational and Professional Guidance

10.8. Leadership, Change, Innovation and Development   

10.8.1. Introduction and Definition of Leadership 
10.8.2. Leadership Typologies 
10.8.3. Leadership Competencies Focused on Change and Innovation

10.9. Personality, Attitudes and Values in the Work Environment    

10.9.1. Conceptualization of Personality 
10.9.2. Personality Theories 
10.9.3. Relationship between Attitudes and Personality 
10.9.4. Personality and Work Environment 

10.10. Motivation and Job Satisfaction 

10.10.1.  Motivation: Types (Extrinsic and Intrinsic)
10.10.2.  Motivation and Personality 
10.10.3.  Job Satisfaction and Fulfillment 

Module 11. People Management 

11.1. Introduction to Personnel Management

11.1.1. Human Resources in the Company 
11.1.2. Personnel Administration Management in Human Resources (HR)

11.2. Recruitment Modalities

11.2.1. The Work Contract 
1112.2. Types of Contracts
11.2.3. Types of Contract Termination 

11.3. The Payroll Receipt (I)

11.3.1. Salary
11.3.2. Salary Payments
11.3.3. Extra Salary Payments

11.4. The Payroll Receipt (II): Calculation

11.4.1. Payroll Structure
11.4.2. Contribution Bases 
11.4.3. Payroll Accounting

11.5. The Payroll Receipt (III): Deductions

11.5.1. Deductions 
11.5.2. Taxes
11.5.3. Social Security
11.5.4. Other Deduction Types

11.6. Working Hours, Vacations and Leave

11.6.1. Workday
11.6.2. Vacations   
11.6.3. Work Permits
11.6.4. Disabilities

11.7. Taxes

11.7.1. The Tax System
11.7.2. Tax Obligations of Employees
11.7.3. Employer's Tax Obligations 

11.8. Technological Tools for Payroll Processing

11.8.1. The ERP Concept
11.8.2. Importance in Payroll Management
11.8.3. Most Common Programs  

11.9. Compensation and Benefits

11.9.1. Compensation and Benefits Administration 
11.9.2. Benefits in Excess of the Law 
11.9.3. Emotional Salary 
11.9.4. Home Office

11.10. Equal Opportunity in Personnel Administration   

11.10.1. Equal Opportunity as Part of Organizational Culture
11.10.2. Gender Equity 
11.10.3. Social Responsibility 

Module 12. Management and Management of in-company Training 

12.1. In-company Training

12.1.1. Training Concept, Objectives and Actors 
12.1.2. Training as an Element of Business Strategy

12.2. Training Planning 

12.2.1. Element of Training Planning
12.2.2. Budget Management 

12.3. Assessment of Training Needs 

12.3.1. Detection of DNC Training Needs
12.3.2. Techniques and Data Collection
12.3.3. Analysis and Valuation

12.4. Training Methods

12.4.1. On-the-job Training
12.4.2. Off-the-job Training
12.4.3. Training in Digital Environments: e-Learning
12.4.4. Blended Training

12.5. Design and Programming of Training Actions

12.5.1. Concept of Design and Programming of Training Actions
12.5.2. Definition of the Objective and Contents of the Training Actions 
12.5.3. Methodology of Teaching in Training Activities

12.6. The Dual Education System 

12.6.1. Origin of Dual Training and Reference Countries
12.6.2. Labor Aspects of the Dual Training Context 
12.6.3. Training Aspects of the Dual Training Context 
12.6.4. Perspectives and Evolution of Dual Training

12.7. Legal Framework for Training

12.7.1. Art. 123 
12.7.2. Federal Labor Law
12.7.3. Collective Bargaining Agreements

12.8. The Cost of Training in the Organization 

12.8.1. Direct Training Costs 
12.8.2. Indirect Training Costs 

12.9. The Economic Impact of Proper Training in the Company

12.10. In-house Training Inspections and Audits 

12.10.1.  Government Inspections 
12.10.2.  External Audits 
12.10.3.  Risks in Case of Non-compliance 

12.11. High Specialty Training 

12.11.1.  High-risk Positions 
12.11.2.  Special Training Programs

Module 13. Strategic Management of Equality and Diversity in HR 

13.1. Government Employment Programs and Policies 

13.1.1. Knowledge of Current Governmental Employment Policies 
13.1.2. Employment Subsidy Programs
13.1.3. Government as a Provider of Employment 

13.2. Poverty and Social Exclusion Policies 

13.2.1. Conceptualization of Poverty in Socio-economic Terms
13.2.2. Legal and Social Contextualization 
13.2.3. Poverty and Social Inclusion in Employment Policies

13.3. Social Groups and Employment Difficulties 

13.3.1. Identification of Social Groups
13.3.2. Exclusionary Labor Practices 
13.3.3. Programs and Laws Protecting Social Groups

13.4. Disability in the Work Environment

13.4.1. Conceptualization of Disability  
13.4.2. Inclusion Programs in the Company 
13.4.3. Government Incentives

13.5. Youth and First Job Programs 

13.5.1. Policies for Interns and Trainees in the Company
13.5.2. Government Programs
13.5.3. Challenges of Youth Employment in the Context of Digital Transformation 

13.6. Pensions and Retirement 

13.6.1. Corresponding Laws 
13.6.2. Pension or Retirement Eligibility 

13.7. Women and Work (I): Gender Violence

13.7.1. Contextualization of Gender Violence
13.7.2. Business Programs Against Gender Violence
13.7.3. Promoting Employment Among Women Victims of Gender-Based Violence

13.8. Women and Work (II): Discrimination and Marginalization in Employment 

13.8.1. Women in the Labor Context Throughout History
13.8.2. Employment Discrimination 
13.8.3. Productive Sectors with Greater Employability for Women

13.9. Immigration and Labor 

13.9.1. Types of Immigrants
13.9.2. Government Programs
13.9.3. Work Permits

13.10. International Personnel Management  

13.10.1. Global Companies
13.10.2. Immigrants and Expatriates 
13.10.3. Fostering a Global Corporate Culture 

Module 14. Selection of people (I): Quantitative and Qualitative Methodologies 

14.1. Introduction to Personnel Management 

14.1.1. Personnel Selection
14.1.2. Stages of Personnel Selection 

14.2. Recruitment: Techniques

14.2.1. Internal Recruitment Sources 
14.2.2. External Recruitment Sources 
14.2.3. Digital Recruitment: e-Recruitment

14.3. Quantitative Personnel Selection Tests

14.3.1. Psychometrics
14.3.2. Psychometric Tests 
14.3.3. Skills or Knowledge Tests 

14.4. Psychological Tests in the Work Environment 

14.4.1. Intelligence Test
14.4.2. The Personality Test 
14.4.3. Test of Specific Competences 

14.5. Qualitative Personnel Selection Tests   

14.5.1. Role Play 
14.5.2. Asessment Center
14.5.3. Group Dynamics 

14.6. Evaluation of the Effectiveness and Efficiency of Selection Processes 

14.6.1. Methods of Quantitative Assessment of Selection Processes 
14.6.2. Methods for Qualitative Assessment of Selection Processes 

14.7. On Boarding 

14.7.1. Welcoming Protocols 
14.7.2. Induction
14.7.3. Organizational Culture Attachment Strategy 
14.7.4. Adjustment Interview

14.8. Incorporation of Equal Opportunities in the Quantitative and Qualitative Selection Processes

14.8.1. Equal Opportunities in Organizations
14.8.2. Protocols for Incorporating Equal Opportunity in the Selection and Promotion Processes 

14.9. Internal Promotion Processes 

14.9.1. Life and Career Plan
14.9.2. Replacement Letters 
14.9.3. Promotion Processes 

14.10. Employer Branding

14.10.1. Employer Branding and its Importance 
14.10.2. Online Corporate Branding Tools (website, social networks, blogs)
14.10.3. Offline Corporate Branding Tools: Job Fairs, Media Impact 

Module 15. People Selection (II): Digital Era

15.1. Job Skills in the Digital Era

15.1.1. Concept of Competence
15.1.2. Competencies and Careers of the Future in the Fourth Industrial Revolution
15.1.3. National and International Frameworks of Professional c-Competencies

15.2. Introduction to the 2.0 Environment and Selection

15.2.1. Advantages of the 2.0 Environment in Recruitment and Selection
15.2.2. Main Means to Carry Out Online Selection Processes 

15.3. Analysis of Professional Competencies in the Business Environment 

15.3.1. Identification of Competency Needs in the Job Positions 
15.3.2. Elaboration of the Dictionary of Competencies 

15.4.  Personnel Selection by Professional Competencies

15.4.1. Competency-based Selection Interview 
15.4.2. STAR Methodology
15.4.3. Asessment Center
15.4.4. Evaluation of the Competency-based Selection Process

15.5. E-Recruitment, Nethunting and Employer Branding

15.5.1. Social Reputation and Employer Branding 
15.5.2. Social Media recruiting 
15.5.3. Inbound recruitment
15.5.4. Mobile recruitment 
15.5.5. The new e-Recruitment professionals: The Nethunters

15.6. Competency-based Selection Processes in Digital Environments

15.6.1. Big Data Analysis in the Identification of Professional Competences 
15.6.2. Algorithmics in the Selection of People (Job Portals 2.0)
15.6.3. Gamification Tests 
15.6.4. Networking and Personal Branding 

15.7. Headhunting and the Recruitment of Digital Human Talent

15.7.1. Headhunting
15.7.2. Job Mapping 
15.7.3. Online Talent Management 
15.7.4. International Recruitment

15.8. Intranet as a Communication and Selection Tool

15.8.1. Intranet: Operation, Concepts and Definitions 
15.8.2. Operation of an Intranet
15.8.3. Types of Intranet 
15.8.4. Intranet Implementation in HR Processes

15.9. Development of Digital Competencies

15.9.1. Detection of Transversal Digital Competencies
15.9.2. Digital Skills Training in the Business Environment 

15.10. Digital Culture and Workers' Inherent Digital Rights

15.10.1. Society 3.0
15.10.2. Cybersecurity and Personal Data Protection

Module 16. Performance Management and Compensation Policy

16.1. Introduction to Performance Management and Management by Objectives   

16.1.1. The Impact of the Digital Era on Professional Performance
16.1.2. Digital Transformation in Companies
16.1.3. New Human Resources Policies in the Digital Era 
16.1.4. New Work Environments
16.1.5. Performance Evaluation: What is it and What is it for?
16.1.6. Performance Evaluation Models

16.2. The Performance Management Cycle

16.2.1. New Work Environments
16.2.2. Phases of the Performance Management Cycle
16.2.3. Models in Work Systems

16.3. Performance Planning

16.3.1. Initial Design of the Performance Evaluation: Company Analysis
16.3.2. Setting Individual and Group Objectives
16.3.3. Performance Metrics 
16.3.4. Competency-based Evaluation Systems

16.4. Performance Monitoring   

16.4.1. Management of the Corporate Talent Map 
16.4.2. Individual and Group Action Plan Follow-up Mechanisms: Observation, Coaching and Feedback Techniques
16.4.3. Recognition Plans

16.5. Performance Evaluation

16.5.1. Key Points in Performance Appraisal: Objectives, Competencies and Project/Team  
16.5.2. Definition of Evaluation Scales and Parameters of Excellence 
16.5.3. The Application of the Evaluation

16.6. Underperformance Management 

16.6.1. Observation Techniques
16.6.2. Incentive Motivation and Coaching Methodologies
16.6.3. Recovery Plan 

16.7. Remuneration Policy

16.7.1. Regulation of Work and Remuneration
16.7.2. Establishment of the General Compensation System 
16.7.3. Variable Remuneration 
16.7.4. Control Systems

16.8. Legal and Labor Aspects of Remuneration 

16.8.1. Legal Framework
16.8.2. Application 

16.9. Annual Planning of Performance Plans 

16.9.1. Design and Development of an Annual Performance Plan
16.9.2. Analysis of Results 

16.10. Additional Compensation Aspects 

16.10.1. Pension Plans
16.10.2. Other Special Situations 

Module 17. Management of Labor Intermediation Policies 

17.1.  Labor Intermediation in the Common Portfolio of the National Employment System Services

17.1.1. Labor Intermediation
17.1.2. The New Role of Public Employment Services 
17.1.3. Discrimination in Access to Employment

17.2. Labor Intermediation

17.2.1. Conceptualization of Intermediation: Basic Principles
17.2.2. Labor Intermediation and Professional Orientation
17.2.3. Labor Intermediation Within Active Employment Policies in Public Services  
17.2.4. Collaborating Agents in the Outsourcing of Intermediation: Recruitment Agencies and Temporary Employment Agencies   

17.3. Job Prospecting (I)

17.3.1. Statistical Data on the Business Fabric   
17.3.2. Sources of Labor Market Information 
17.3.3. Current Labor Market Indicators
17.3.4. Employment Opportunities 

17.4.  Job Prospecting (II)

17.4.1. Diagnosis and Analysis of the Labor Market   
17.4.2. Prospecting and its Phases: Approaching the Company and Recruiting Plan 
17.4.3. Loyalty and Evaluation of the Relationship with Companies 
17.4.4. Management of the Employment Demand and Accompaniment to the Company

17.5. Recruitment Activities

17.5.1. Conceptualization of Recruitment: Typologies 
17.5.2. Recruitment Procedures in the Digital era: e-Recruitment
17.5.3. Recruitment in the Collaborating Placement Agencies 

17.6. Personalized Itineraries of Orientation and Labor Market Insertion

17.6.1. Basic Aspects and Elements that Include it 
17.6.2. Elaboration of Personalized Itineraries of Orientation and Labor Market Insertion
17.6.3. Special Considerations for Groups with Labor Market Insertion Difficulties

17.7. The Sanctioning Regime for Brokerage Activities

17.7.1. Lack of Penalties for the Recruitment of Irregular Labor Orientation and Placement 
17.7.2. The Training Sanctioning Regime

17.8. Illegal Assignment of Workers: Regulatory Framework

17.8.1. Successive Reforms of the Concept and the Current Identification of Illegal Assignment
17.8.2. Illegal Intercompany Transfers
17.8.3. Consequences of Unlawful Assignment 

17.9. Public-Private Collaboration in Labor Intermediation

17.9.1. European Public-Private Partnership Models
17.9.2. The Public-Private Partnership Framework Agreement after the Labor Reform
17.9.3. The Convergence of Training Obligations with the Public Employment Services 

17.10. Challenges of Labor Intermediation Policies in the Digital Era

17.10.1. Labor Intermediation in Telematic Employment Agencies 
17.10.2. Labor Mobility and Globalization in Employment Policies 
17.10.3. Job Prospecting in the Digital Era 

Module 18. Personal Productivity and Project Management

18.1. Time Management

18.1.1. Use of Time 
18.1.2. Time Planning: Time Thieves 
18.1.3. Development of Operational Plans and Management Control
18.1.4. New Technologies at the Disposal of Time: Outlook, Microsoft Project 

18.2. Personal Energy Management 

18.2.1. Personal Competencies and Management Skills 
18.2.2. Interpersonal Skills
18.2.3. Conflict Resolution

18.3. Personal Stress Management Strategies

18.3.1. Stress: Basic Concepts and its Role in Survival
18.3.2. Eustress and Distress
18.3.3. Stress Management Strategies: Cognitive, Behavioral and Emotional

18.4. Project Planning and Control

18.4.1. Scope Management
18.4.2. Project Schedule Management
18.4.3. Project Cost Management

18.5. Project Quality Management

18.5.1. Planning, Quality Assurance and Quality Control: Applicable Regulations 
18.5.2. Project Risk Management and Technical Tools for Project Risk Management

18.6. People Management

18.6.1. Leadership Management and Team Management in Human Resources
18.6.2. Corporate Responsibility and Ethics of the Project Manager    

18.7. Legal Aspects of Project Management 

18.7.1. Recruitment Management
18.7.2. Procurement Planning (The Purchasing Cycle)
18.7.3. Contract Administration and Procurement

18.8. Project Financing

18.8.1. Economic-Financial and Risk Analysis
18.8.2. Financing Mechanisms
18.8.3. Program Financial Management (Budget, Program Control, Program Closing)

18.9. Communication and Project Sales 

18.9.1. Communication and Stakeholder Management
18.9.2. Project Sale Management 
18.9.3. Quality Assessment in Knowledge Management and Project Management Trends 
18.9.4. Information Management
18.9.5. ISO Business School 10006  UNE 412001: Practical Guide to Knowledge Management  Tiwana Methodology

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