Internationalized companies operate in highly competitive environments, so it is necessary for professionals to have the right qualifications to manage them"

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

Innovación

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. 

Máxima exigencia

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.

Talento

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.

Contexto multicultural

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.  

Aprende con los mejores

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:    

Análisis

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

Excelencia académica

TECH offers students the best online learning methodology. The university combines the Relearning 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.    

Economía de escala

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 analyses in academia" 

The International MBA is a tailor-made program that is delivered 100% online so that 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 an International Business Manager. 

A complete syllabus designed for students to be able to guide their own studies, acquiring the most relevant skills to successfully operate in international businesses” 

Syllabus

The International MBA at International MBA is an intensive program that prepares you to face decisions in business management. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.  

Over the course of 1,500 hours, you will analyze a multitude of practical cases through individual work, achieving intensive learning that will be very useful for your daily work. It is, therefore, an authentic immersion in real business situations.  

This program deals extensively with different fields of business and is designed for executives to understand international business management from a strategic and innovative perspective. 

A plan designed for professionals, focused on improving their career and preparing them to achieve excellence in the field of business management and administration. 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 Professional Master's Degree takes place over 12 months and is divided into 12 modules: 

Module 1. Managerial Skills
Module 2. Organization, People and Organizational Culture
Module 3. Corporate Finance I
Module 4. Corporate Finance II 
Module 5. International Finance
Module 6. International People Management and Diversity Management
Module 7. Management of International Operations
Module 8. Marketing and International Sales
Module 9. International Marketing
Module 10. International Taxation
Module 11. Project Planning
Module 12. Business & International Strategy
Module 13. Leadership, Ethics and Corporate Social Responsibility 
Module 14. People Management and Talent Management 
Module 15. Sales Management and Strategic Marketing 
Module 16. Executive Management 

Where, When and How is it Taught?

TECH offers the possibility to study this International MBA completely online. Throughout the 12 months of the educational program, 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. Managerial Skills 

1.1. Public Speaking and Spokesperson Education

1.1.1. Interpersonal Communication
1.1.2. Communication Skills and Influence
1.1.3. Communication Barriers

1.2. Communication and Leadership

1.2.1. Leadership and Leadership Styles
1.2.2. Motivation
1.2.3. Skills and Abilities of the Leader 2.0

1.3. Personal Branding

1.3.1. Strategies for Personal Brand Development
1.3.2. Personal Branding Laws
1.3.3. Tools for Creating Personal Brands

1.4. Team Management

1.4.1. Work Teams and Management Meetings
1.4.2. Managing Change Processes
1.4.3. Managing Multicultural Teams
1.4.4. Coaching

1.5. Negotiation and Conflict Resolution

1.5.1. Effective Negotiation Techniques
1.5. 2. Interpersonal Conflicts
1.5.3. Intercultural Negotiation

1.6. Emotional Intelligence

1.6.1. Emotional Intelligence and Communication
1.6.2. Assertiveness, Empathy, and Active Listening
1.6.3. Self-Esteem and Emotional Language

1.7. Relational Capital: Coworking

1.7.1. Managing Human Capital
1.7.2. Performance Analysis
1.7.3. Managing Equality and Diversity
1.7.4. Innovation in People Management

1.8. Time Management

1.8.1. Planning, Organisation and Control
1.8.2. The Methodology of Time Management
1.8.3. Action Plans
1.8.4. Tools for Efficient Time Management

1.9. Game Theory
1.10. Strategic Change Management

Module 2. Organization, People and Organizational Culture

2.1. Organizations, Typology and Key Aspects

2.1.1. Taxonomy of Organizations According to Size/Scale and Functions Large Corporation vs. Medium-Sized Company
2.1.2. Individual Case: Start up

2.2. The Human Resources function

2.2.1. Enclave in the Organization
2.2.2. Main HR Function Constraints

2.2.2.1. BORRAR
2.2.2.2. Organizational
2.2.2.3. Talent

2.2.3. Main Attributions

2.3. Internal Departments

2.3.1. Talent Management
2.3.2. Performance Management
2.3.3. Education and Development
2.3.4. Corporate Culture

2.4. Dimensioning of Departments

2.4.1. Value Chain
2.4.2. Gap Analysis People - Positions
2.4.3. Scope of Work and Dimensioning
2.4.4. Efficiency Levers

2.4.4.1. Redefinition of the Service Catalog
2.4.4.2. Consolidation
2.4.4.3. Automation
2.4.4.4. Outsourcing

2.5. Productivity, Attraction, Retention and Activation of Talent

2.5.1. Productivity
2.5.2. Levers for Productivity
2.5.3. Talent Attraction, Retention and Attraction Levers

2.6. Monetary Compensation Vs. Non-Cash

2.6.1. Wage Band Models
2.6.2. Non-cash Compensation Models

2.6.2.1. Working Model
2.6.2.2. Corporate Community
2.6.2.3. Company Image

2.6.3. Monetary Compensation Vs. Non-Cash

2.7. Corporate Culture

2.7.1. Alignment of Culture and Strategic Objectives
2.7.2. Structure of a Typical Project
2.7.3. Corporate Culture and its Implementation

2.8. Change Management

2.8.1. Analysis Components in Change Management
2.8.2. Importance of Change Management in Complex Projects
2.8.3. Structure of a Typical Project

2.9. Transformation in Cmplex Corporate Environments

2.9.1. The Transformation
2.9.2. Structure of a Typical Project
2.9.3. Transformation Enablers

2.10. Transformation. Change Management

2.10.1. Main Differences in Project
2.10.2. Change Manager Role vs. Transformation Manager
2.10.3. Management Tools

Module 3. Corporate Finance I

3.1. Introduction to Corporate Finance

3.1.1. Financial Environment of the Company

3.1.1.1. The Company's Financial Objective
3.1.1.2. The Company's Financial Needs

3.1.2. The Role of Financial Management

3.2. Investments in a Company

3.2.1. Classification of Investments in the Company
3.2.2. Phases for Analyzing Investments

3.3. Assessment of Investments

3.3.1. Investment Appraisal: NPV, IRR and Payback

3.3.1.1. The Annual Net Present Value (NPV) Criteria
3.3.1.2. The Internal Rate of Return (IRR) Criteria
3.3.1.3. Acceptance and Management of Investment Projects According to NPV and IRR Criteria
3.3.1.4. The Recovery Period Criteria (Recovery)

3.4. Analysis of the Variables Involved in Investment Decision-Making

3.4.1. Criteria for the Determination of Cash Flows

3.4.1.1. Criteria for the Construction of Cash Flows
3.4.1.2. General Structure for the Construction of Cash Flows
3.4.1.3. Cash Flow Classification
3.4.1.4. Residual or Scrap Value

3.5. Company Financing

3.5.1. Sources of Financing
3.5.2. Types of Financing Costs

3.5.2.1. Equity Cost of Capital
3.5.2.2. Cost of Debt
3.5.2.3. The Weighted Average Cost of Capital (WACC) in the Valuation of Investment Projects 

3.6. The Capital Structure

3.6.1. Optimal Capital, Shareholders and Taxes

3.6.1.1. Capital Structure: Theories and Concepts
3.6.1.2. Maximizing Firm Value Versus Maximizing Shareholder Interests
3.6.1.3. The Influence of Taxes on Capital Structure Decisions
3.6.1.4. Limits on the Use of Debt

3.7. Bond Valuation

3.7.1. Bond Investment Strategies

3.7.1.1. Bond Investment Concepts, Classification and Strategies. 3.7.1.2. Market Interest Rate Behavior
3.7.1.3. Basic Bond Valuation Model
3.7.1.4. Yield and Return Measures

3.8. Stock Valuation

3.8.1. Stock Market
3.8.2. Stock Valuation

3.9. Investments at Risk

3.9.1. Risk Classification
3.9.2. The Markowitz Optimal Investment Portfolio
3.9.3. Risk and Return. The CAPM Model

Module 4. Corporate Finance II 

4.1. The Strategic Vision of Corporate Finance 

4.1.1. Corporate Finance Strategies in a Globalized World 
4.1.2. Operating Leverage and Operating Leverage 

4.1.2.1. Operating Leverage  
4.1.2.2. Financial Leverage 

 4.2. Dividend Payment Policy  

4.2.1. Dividend policy   

 4.3. Types of Debt  

4.3.1. Internal Financing  

4.3.1.1. Short-Term  
4.3.1.2. Long-Term   

4.3.2. External Financing  

4.3.2.1. Short-Term 
4.3.2.2. Long-Term 

 4.4. Financial Statements and Use of Financial Ratios  

4.4.1. Importance of Financial Statements  

4.4.1.1. Reporting to Shareholders  
4.4.1.2. The Use of Financial Ratios   

4.4.1.2.1. Liquidity Ratios  
4.4.1.2.2. Activity Ratios  
4.4.1.2.3. Debt Ratios  
4.4.1.2.4. Profitability Ratios  
4.4.1.2.5. Market Ratios  

 4.5. Risky Investments 

4.5.1. Risk Classification  

4.5.1.1. Measurement and Classification of Risk   
4.5.1.2. The Beta  
4.5.1.3. The Markowitz Portfolio Theory   
4.5.1.4. The Sharpe Ratio  
4.5.1.5. Risk and Return. The CAPM Model  

 4.6. Mergers and Acquisitions 

4.6.1. Motivations for Mergers and Acquisitions 
4.6.2. Financial Formulas for Company Acquisitions  

4.6.2.1. The Acquisition Process  
4.6.2.2. The Merger Process   

 4.7. Corporate Governance 

4.7.1. Objective and Functions of Corporate Governance  

4.7.1.1. Corporate Governance and Agency Costs 
4.7.1.2. Oversight by the Board of Directors   
4.7.1.3. Compensation Policies  
4.7.1.4. Agency Conflict Management  

4.8. International Corporate Finance  

4.8.1. Corporate Governance Objective and Functions

4.8.1.1. Capital Markets 
4.8.1.1. International Market Integration 
4.8.1.2. International Market Segmentation 

4.8.2. Exchange Rate Risk  

4.9. Valuation and International Encumbrances  
4.10. Self-Financing 

Module 5. International Finance 

5.1. Business & International Strategy

5.1.1. Internationalization
5.1.2. Globalization
5.1.3. Growth & Development in Emerging Markets
5.1.4. International Monetary System

5.2. Foreign Exchange Market

5.2.1. Foreign Exchange Transactions
5.2.2. The Forward Foreign Exchange Market
5.2.3. Derivative Instruments for Hedging Exchange Rate and Interest Rate Risks
5.2.4. Currency Appreciation and Depreciation

5.3. International Payment and Collection Methods

5.3.1. Bills, Personal Check and Bank Check
5.3.2. Transfer, Payment Order and Remittance
5.3.3. Documentary Clauses and Credits
5.3.4. Factoring, International Swap and Other Means

5.4. Financing Operations in International Markets

5.4.1. Incoterms
5.4.2. Derivative Instruments to Hedge Possible Fluctuations in the Price of Raw Materials
5.4.3. Export Credits With Official Support
5.4.4. Hedging with Swap Contracts
5.4.5. The OECD Consensus

5.5. International Financial Institutions

5.5.1. The Fund for the Internationalization of the Company
5.5.2. The World Bank Group
5.5.3. The Inter-American Development Bank
5.5.4. Caribbean Development Bank

5.6. Formation of Exchange Rates

5.6.1. Interest Rate Parity Theory
5.6.2. Theory of Exchange Rate Expectations
5.6.3. Purchasing Power Parity (PPP) Theory
5.6.4. Capital Market Balance

5.7. Debt Conversion Programs

5.7.1. Operation
5.7.2. Conversion of Debt into Public Investments
5.7.3. Conversion of Debt into Private Investments

5.8. International Stock Market

5.8.1. Wall Street Market (New York)
5.8.2. Gold Market
5.8.3. World External Debt
5.8.4. Paris Club
5.8.5. ADR and GDR Securities Market

Module 6. International People Management and Diversity Management 

6.1. Strategic Leadership 
6.2. Audit and Control of Human Resources Management 
6.3. Talent Management in International Companies 

6.3.1. Global Vision of Talent Management 
6.3.2. The Talent Map of the Organization 
6.3.3. Cultural and Internationalization Trends 
6.3.4. Internationalization of Talent Management   

6.4. International Career Management 

6.4.1. The Profile of the International Professional 
6.4.2. Global Mobility 
6.4.3. Expatriate Management  

6.5. Diversity Management

6.5.1. Working with Diversity 
6.5.2. Diversity, CSR and Coaching  
6.5.3. Equality and Diversity Management
6.5.4. Managing Multicultural Teams   

6.6 New Labor Relations Framework 

6.6.1. Labor Reform 
6.6.2. Collective Bargaining Agreement Negotiation 
6.6.3. Strategic Relations with Labor Unions 
6.6.4. Labor Relations and Corporate Restructuring  

6.7. HR Marketing: an International Perspective

6.7.1. Employer Branding 
6.7.2. HR Customer Experience  

6.8. Multinationals and Human Rights

6.8.1. Globalization, Human Rights and Multinational Companies
6.8.2. Multinationals and International Law 
6.8.3. Specific Legal Instruments  

6.9. Expatriation Management

6.9.1. Management of the Expatriation Process 
6.9.2. Repatriation 
6.9.3. Individual Skills for Success in International Postings  

6.10. Expatriate Compensation Package. Main Allowances and Benefits

6.10.1. Financial Remuneration 
6.10.2. Place and Currency of Payment 
6.10.3. Tax Policies 

Module 7. Management of International Operations 

7.1. Overview. International Trade
7.2. International Market Analysis
7.3. Focus on Foreign Market Presence and E-Commerce
7.4. Trade Protectionism: Customs
7.5. International Cooperation on Non-Tariff Measures
7.6. Contractual Formulas
7.7. Foreign Direct Investment Flows
7.8. Analysis of ICC INCOTERMS
7.9. International Supply Chain Management
7.10. International Marketing

Module 8. International Marketing and Sales 
 

8.1. The Marketing and Sales Function in Consulting 

8.1.1. Marketing and Positioning
8.1.2. Relationship between Marketing and Sales
8.1.3. Selling in the Consulting Business 

 8.2. Converting an Idea into a Market Proposal 

8.2.1. The Process 
8.2.2. The Offer 
8.2.3. Validation and Feasibility 
8.2.4. Market Size: TAM, SAM, SOM  
8.2.5. The Target Customer 
8.2.6. Market Case 

 8.3. Structuring the Sales Process 

8.3.1. The General Structure of the Sales Process 
8.3.2. The Sales Funnel 
8.3.3. Phases and Milestones in Each Part of the Process 

 8.4. The Origination Process 

8.4.1 Sources of Origination 
8.4.2. The Opportunity 
8.4.3. Next Steps  

 8.5. Qualifying Opportunities 

8.5.1. Your Customer's Business 
8.5.2. Opportunity Qualification: Process and Criteria 
8.5.3. The Importance of Generating Value 

 8.6. Interaction with Different Stakeholders 

8.6.1. The Buyer and the Rest of the Stakeholders 
8.6.2. Interacting with Them: Strategies 
8.6.3. Human Interaction Profiles: the Importance of Adjusting the Message to the Audience 

 8.7. Key Components of a Proposal 

8.7.1. Structure and Minimum Content 
8.7.2. Executive Summary 
8.7.3. Scope and Risk Management 

 8.8. The Importance of Value Generation in a Proposal to Market 

8.8.1. How to Talk about Value 
8.8.2. Difference between Value and Price 
8.8.3. Different Pricing Models: Implications and Risks 

 8.9. Negotiation and Closing Process

8.9.1. Typical Steps in a Negotiation 
8.9.2. The Importance of Generating Alternatives 
8.9.3. Risk and Contract Management 

8.10. Leading a Sales Process 

8.10.1. Duration and Management of the Sales Process 
8.10.2. Technology in the Sales Process 
8.10.3. Monitoring the Process 
8.10.4. The Importance of Feedback 

Module 9. International Marketing 

9.1. International Market Research 
9.2. International Segmentation 
9.3. International Positioning 
9.4. Product Strategies in International Markets 
9.5. Prices and Exports 
9.6. Quality in International Marketing 
9.7. International Promotion 
9.8. Distribution through International Channels 

Module 10. International Taxation 

10.1. Basic Principles of International Taxation 

10.1.1. Introduction to International Taxation 
10.1.2. Residence vs. Source Principle 
10.1.3. International Double Taxation, Concepts, Types and Solutions 

 10.2. Sources of International Taxation. International Treaties and Double Taxation Conventions 

10.2.1. Sources of International Taxation. 
10.2.2. What is an International Treaty? 
10.2.3. Double Taxation Conventions 
10.2.4. OECD and UN model treaties 
10.2.5. Soft Law 
10.2.6. European Union law 
10.2.7. Domestic law  

 10.3. Interpretation of Double Taxation Treaties 

10.3.1. Primacy of the Double Taxation Agreement over the Domestic Law 
10.3.2. Interpretation of Double Taxation Agreements 
10.3.3. Scope of application of DTAs 

Module 11. Project Planning 

 11.1. The Project and its Relationship to Project Management 

11.1.1. The Project and Project Management 

11.1.1.1. The Project 
11.1.1.2. Project Management 
11.1.1.3. The Project Life Cycle 
11.1.1.4. Roles in Project Management 
11.1.1.5. Benefits of Project Management 

11.1.2. Typology of Projects 

11.1.2.1. Processes 
11.1.2.2. Integration and Technology 
11.1.2.3. Strategy 
11.1.2.4. Project Organization 

11.2. Relevant Project Management Considerations 

11.2.1. PMBOK 

11.2.1.1. Relevant Aspects 
11.2.1.2. Key Benefits 

11.2.2. Value Realization Office 

11.2.2.1. Relevant Aspects 
11.2.2.2. Main Benefits 

11.2.3. Waterfall 

11.2.3.1. Relevant Aspects 
11.2.3.2. Main Projects Targeted by this Methodology 
11.2.3.3. Main Benefits 

11.2.4. AGILE 

11.2.4.1. Relevant Aspects 
11.2.4.2. Main Projects Targeted by this Methodology 
11.2.4.3. Main Benefits 

11.3. Scope and Expectation Management 

11.3.1. Scope Management Plan 

11.3.1.1. The scope 
11.3.1.2. Main Characteristics 
11.3.1.3. Scope Verification 

11.3.2. Expectation Management 

11.3.2.1. Identifying Customer Expectations 
11.3.2.2. Scope vs. Expectations Matrix 
11.3.2.3. Verifying and Closing Final Scope 
11.3.3.3. Risks and Benefits 

 11.4. Project Planning 

11.4.1. Project Planning 

11.4.1.1. Planning Objectives, Activities and Milestones 
11.4.1.2. Planning Major Deliverables 
11.4.1.3. Planning Tools (Dashboard)

11.4.2. Team Planning 

11.4.2.1. Resource Estimation Techniques and Tools (Top-down, Bottom-up, Delphi Estimation, Parametric Estimation, etc.)  
11.4.2.2. Resource Estimation: Roles, Responsibilities and Costs 
11.4.2.3. Service Continuity Plan 

11.4.3. Time Planning 

11.4.3.1. Activity Sequencing 
11.4.3.2. Development of Work Schedule 
11.4.3.3. Control of the Work Schedule 

11.5. Team (HR) Management 

11.5.1. Team Plan 

11.5.1.1. People Plan 
11.5.1.2. Selection of the Project Team  
11.5.1.3. Performance Evaluation Systems 

11.5.2. Developing the Project Team 

11.5.2.1. Acquisition of the Team 
11.5.2.2. Assigning the Team to the Project 

11.5.3. Managing the Project Team

11.5.3.1. Needs to Coordinate and Lead the Team Effectively  
11.5.3.2. Tools for Managing Teamwork in a Collaborative Manner 
11.5.3.3. Conflict Management 
11.5.3.4. Service Continuity Plan  
11.5.3.5. Feedback and Evaluation of Team Performance 

 11.6. Cost Management 

11.6.1. Cost Estimation 

11.6.1.1. Cost Management Plan 
11.6.1.2. Estimation of Project Costs 
11.6.1.3. Cost Management Techniques and Tools 

11.6.2. Budgeting 

11.6.2.1. Determining the Budget 
11.6.2.2. Budget Selection Methodologies  
11.6.2.3. Techniques and Tools for Budget Definition 

11.6.3. Cost control 

11.6.3.1. Objectives of Cost Control 
11.6.3.2. Measuring Project Cost Progress 
11.6.3.3. Techniques and Tools for Cost Control 

 11.7. Communications Management Communication 

11.7.1. Stakeholder Identification 

11.7.1.1. Identification of Internal and External Stakeholders 
11.7.1.2. Identification of Stakeholders' Expectations 
11.7.1.3. Stakeholder Identification and Categorization Techniques and Tools 

11.7.2. The Communication Plan 

11.7.2.1. Identification of Key Messages for Each Type of Stakeholder 
11.7.2.2. Identifying and Defining the Main Communication Channels 
11.7.2.3. Communication Requirements Analysis 
11.7.2.4. Typology of Communications: Verbal-Written / Formal-Informal 
11.7.2.5. Communication Techniques and Tools  

11.7.3. Control of Communication Actions 

11.7.3.1. Action Planning (Schedule, Resources, Deadlines, Expected Results, etc.) 
11.7.3.2. Tools for Monitoring Communication Actions 
11.7.3.3. Measuring the Results of Communication Activities 11.8. Quality Management 

11.8.1. Quality Analysis and Quality Control (Quality Analysis - QA) 

11.8.1.1. Quality Management 
11.8.1.2. Expected Scopes 
11.8.1.3. Quality Measurement Indicators (Standards) 

11.8.2. Quality Assurance Actions 

11.8.2.1. Planning of Review Activities: Monthly, Annual, etc. Reports 
11.8.2.2. Quality Audits 
11.8.2.3. Continuous Improvement 

11.8.3. Project Quality Control 

11.8.3.1. Tools for Feedback on the Quality of the Deliverables  
11.8.3.2. Management of Conformance and Non-Conformance of Deliverables  
11.8.3.3. Peer Review and its Main Benefits 
11.8.3.4. Measuring the Quality of Deliverables 

 11.9. Risk Management 

11.9.1. Risk Planning 

11.9.1.1. Risk Management Planning 
11.9.1.2. Risk Identification 
11.9.1.3. Risk Categorization Tools  

11.9.2. Contingency Plan Monitoring 

11.9.2.1. Quantitative and Qualitative Risk Analysis  
11.9.2.2. Probability and Impact Assessment 
11.9.2.3. Monitoring Tools 

11.9.3. Monitoring and Control of Risks 

11.9.3.1. Risk Register: Owners, Actions, Symptoms, Risk Levels  
11.9.3.2. Mitigation Action Planning 
11.9.3.3. Auditing and Monitoring Risks 
11.9.3.4. Follow-up of the Results of Implemented Action Plans  
11.9.3.5. Risk Re-Evaluation 

 11.10. Project Closure and Change Management 

11.10.1. Change Management 

11.10.1.1. Knowledge Transfer 
11.10.1.2. Phases of Knowledge Transfer 
11.10.1.3. Knowledge Transfer Planning: Training, Materials, etc. 

11.10.2. Project Closure 

11.10.2.1. Gathering of Information 
11.10.2.2. Final Analysis and Main Conclusions 
11.10.2.3. Closing Meeting 
11.10.2.4. Analysis of Next Steps 

11.10.3. The Impact of the Project 

11.10.3.1. The Importance of Measuring the Impacts Obtained 
11.10.3.2. The Impact within the Organization 
11.10.3.3. Managing the Impact on the Customer 

Module 12. Business & International Strategy 

12.1. Business & International Strategy 

12.1.1. Internationalization 
12.1.2. Growth & Development in Emerging Markets 
12.1.3. International Monetary System  

12.2. Strategic Management of International Business 

12.2.1. Internationalization in the New World Order 
12.2.2. The Influence of Culture on International Business 
12.2.3. Market and Country Selection 
12.2.4. Offshoring 

12.3. Internationalization Strategies 

12.3.1. Reasons and Requirements for Entering Foreign Markets  
12.3.2. Strategic Alliances in the International Expansion Process  
12.3.3. Forms of Entry into New International Markets 

12.4. Internationalization Decisions 

12.4.1. Market Research and Decision Making 
12.4.2. Choice of Location and Mode of Operation 
12.4.3. Choice of the Appropriate Legal Form 

12.5. Stages of the Internationalization Process 

12.5.1. Analysis of International Demand 
12.5.2. Diagnosis of Export Potential 
12.5.3 Internationalization Planning 
12.5.4. Export Stages 

12.6. Internationalization by Type of Company 

12.6.1. Product and Service Companies 
12.6.2. Internationalized Companies and Multinational Companies 
12.6.3. SMEs and their Internationalization Model 

12.7. Obstacles to Internationalization 

12.7.1. Legal Restrictions 
12.7.2. Logistical, Financial and Commercial Obstacles  
12.7.3. Barriers to Direct Investment 

12.8. Cross-Cultural Management 

12.8.1. Cultural Dimension of International Management 
12.8.2. Globalization in Business Management 
12.8.3. Cross-Cultural Leadership 

12.9. International Diversity and Performance 
12.10. Product and Market Variety 

Module 13. Leadership, Ethics and Corporate Social Responsibility 

13.1. Globalization and Governance 

13.1.1. Governance and Corporate Governance  
13.1.2. Fundamentals of Corporate Governance in Companies  
13.1.3. The Role of the Board of Directors in the Framework of Corporate Governance 

13.2. Business Ethics 

13.2.1. Ethics and Morals  
13.2.2. Business Ethics  
13.2.3. Leadership and Ethics in Companies 

13.3. Sustainability  

13.3.1. Sustainability and Sustainable Development  
13.3.2. 2030 Agenda  
13.3.3. Sustainable Companies 

13.4. Corporate Social Responsibility 

13.4.1. International Dimension of Corporate Social Responsibility 
13.4.2. Implementation of Corporate Social Responsibility 
13.4.3. Impact and Measurement of Corporate Social Responsibility 

13.5. Responsible Management Systems and Tools 

13.5.1. CSR: Corporate Social Responsibility  
13.5.2. Essential Aspects for Implementing a Responsible Management Strategy 
13.5.3. Steps for the Implementation of a Corporate Social Responsibility Management System  
13.5.4. CSR Tools and Standards  

13.6. Multinationals and Human Rights 

13.6.1. Globalization, Multinational Corporations, and Human Rights 
13.6.2. Multinational Companies and International Law  
13.6.3. Legal Tools for Multinationals in the Field of Human Rights 

13.7. Legal Environment and Corporate Governance 

13.7.1. International Import and Export Regulations  
13.7.2. Intellectual Property and Industrial Property  
13.7.3. International Labor Law 

Module 14. People Management and Talent Management 

14.1. Strategic People Management 

14.1.1. Strategic Management and Human Resources  
14.1.2. Strategic People Management 

14.2. Human Resources Management by Skills 

14.2.1. Potential Analysis  
14.2.2. Remuneration Policy  
14.2.3. Career/Succession Planning 

14.3. Performance Evaluation and Compliance Management  

14.3.1. Performance Management  
14.3.2. Compliance Management: Objectives and Process 

14.4. Innovation in Talent and People Management 

14.4.1. Models of Strategic Talent Management  
14.4.3. Identification, Training and Development of Talent  
14.4.3. Loyalty and Retention  
14.4.4. Proactivity and Innovation 

14.5. Motivation 

14.5.1. The Nature of Motivation  
14.5.2. Expectations Theory  
14.5.3. Needs Theory  
14.5.4. Motivation and Financial Rewards 

14.6. Development of High-Performance Teams 

14.6.1. High-Performance Teams: Self-Managed Teams 
14.6.2. Management Methodologies for High-Performance Self-Managed Teams 

14.7. Managerial Communication 

14.7.1. Internal and External Communication in the Business Environment  
14.7.2. Communication Departments  
14.7.3. The Person Responsible for Communication in the Company. The Profile of the Dircom 

14.8. Productivity, Attraction, Retention and Activation of Talent 

14.8.1. Productivity  
14.8.2. Talent Attraction and Retention Levers 

Module 15. Sales Management and Strategic Marketing 

15.1. Commercial Management  

15.1.1. Conceptual Framework of Sales Management  
15.1.2. Commercial Strategy and Planning  
15.1.3. The Role of Sales Managers  

15.2. Marketing  

15.2.1. Concept of Marketing  
15.2.2. Basic Elements of Marketing  
15.2.3. Marketing Activities of the Company  

15.3. Strategic Marketing Management  

15.3.1. Strategic Marketing Concept  
15.3.2. Concept of Strategic Marketing Planning  
15.3.3. Stages of the Strategic Marketing Planning Process 

15.4. Digital Marketing and E-Commerce  

15.4.1. Objectives of Digital Marketing and E-Commerce 
15.4.2. Digital Marketing and the Media it Uses  
15.4.3. E-Commerce. General Context  
15.4.4. Categories of the Electronic Commerce  
15.4.5. Advantages and Disadvantages of E-commerce versus Traditional Trade 

15.5. Digital Marketing to Reinforce the Brand  

15.5.1. Online Strategies to Improve the Reputation of Your Brand  
15.5.2. Branded Content & Storytelling 

15.6. Digital Marketing to Attract and Retain Customers  

15.6.1. Loyalty and Bonding Strategies through the Internet 
15.6.2. Visitor Relationship Management  
15.6.3. Hypersegmentation  

15.7. Digital Campaign Management  

15.7.1. What is a Digital Advertising Campaign?  
15.7.2. Steps to Launching an Online Marketing Campaign  
15.7.3. Mistakes in Digital Advertising Campaigns  

15.8. Sales Strategy  

15.8.1.  Sales Strategy 
15.8.2. Sales Methods  

15.9. Corporate Communication  

15.9.1 Concept 
15.9.2 Importance of Communication in an Organization  
15.9.3 Type of Communication in the Organization  
15.9.4 Functions of Communication in the Organization  
15.9.5 Elements of Communication in the Organization  
15.9.6 Communication Problems  
15.9.7 Communication Scenarios  

15.10. Communication and Digital Reputation  

15.10.1 Online Reputation  
15.10.2. How to Measure Digital Reputation?  
15.10.3. Online Reputation Tools  
15.10.4. Online Reputation Reporting  
15.10.5. Online Branding 

Module 16. Executive Management

16.1. General Management  

16.1.1. Concept of General Management  
16.1.2. The General Manager's Action  
16.1.3. The General Manager and its Functions  
16.1.4. Transformation of the work of Management  

16.2. The Manager and its Functions. Organizational Culture and its Approaches 

16.2.1. The Manager and its Functions. Organizational Culture and its Approaches 

16.3. Operations Management  

16.3.1. Importance of Management  
16.3.2. The Value Chain  
16.3.3. Quality Management  

16.4. Personal and Organizational Communication Tools  

16.4.1. Interpersonal Communication  
16.4.2. Interpersonal Communication Tools  
16.4.3. Communication in the Organization  
16.4.4. Tools in the Organization 

16.6. Communication in Crisis Situations  

16.6.1. Crisis  
16.6.2. Stages of the Crisis  
16.6.3. Messages: Contents and Timing  

16.7. Preparation of a Crisis Plan  

16.7.1. Analysis of Potential Problems  
16.7.2. Planning  
16.7.3. Personnel Adaptation

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