With this 100% online MBA, you will make strategic financial decisions that align the resources of organizations with their long-term objectives”

Technological advances and constant changes in the economic environment have transformed Financial Management, generating both opportunities and challenges for companies. Among the most significant advances are financial digitization and process automation, which allow for a more precise, agile and strategic analysis of financial data. In addition, the adoption of technologies that are revolutionizing transaction management, data security and global financial operations. 
However, these advances also present significant challenges. One of them is cybersecurity, as the increase in digitalization exposes companies to greater risks of fraud and computer attacks. Furthermore, economic and regulatory uncertainty forces directors to develop more flexible and resilient strategies to deal with financial crises, inflation and changes in tax regulations.  

Another key challenge is talent management in finance, as digital transformation requires professionals with advanced analytical and technological skills. The growing interconnectivity of markets forces CFOs to make decisions in a more dynamic environment, where factors such as exchange rate volatility, inflation and interest rate fluctuations can significantly impact business profitability. Furthermore, the emergence of models based on the digital economy and sustainability has led companies to integrate ESG (Environmental, Social and Governance) criteria into their financial strategies, which adds new variables to decision making. This is why the MBA in Financial Management (CFO, Chief Financial Officer) is presented as one of the programs with the most up-to-date teaching methodology on the market. 

All this is carried out using a 100% online teaching methodology, which allows professionals to continue with their work without any interruptions, since it is completely adapted to their personal circumstances.  

You will develop leadership and decision-making skills in complex financial situations, with a focus on maximizing shareholder value” 

This Master's Degree MBA in Financial Management (CFO, Chief Financial Officer) contains the most complete and up-to-date program on the market. The most important features include:

• The development of case studies presented by experts in Financial Management 
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice 
• Practical exercises where self-assessment can be used to improve learning 
• Its special emphasis on innovative methodologies in Financial Management (CFO, Chief Financial Officer) 
• 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 

You will supervise efficient financial control systems that guarantee the profitability of the company and the correct allocation of resources”

Its teaching staff includes professionals from the field of Financial Management (CFO, Chief Financial Officer), who bring their work experience to this program, as well as renowned specialists from leading companies and prestigious universities. 

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

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

You will learn through real cases and by solving complex situations in simulated learning environments"

With the Relearning system you will not have to invest a great amount of study hours and you will focus on the most relevant concepts"

The syllabus of the Executive Master's Degree MBA in Financial Management (CFO) is carefully designed to offer a comprehensive educational opportunity in strategic financial management within the business environment. It covers key areas such as corporate finance, investment analysis, risk management and capital structuring, merging theoretical knowledge with a practical approach geared towards decision making. In addition, it incorporates essential modules on advanced accounting, tax planning, financial regulations and budgetary control, guaranteeing the economic stability of the company.  

You will lead multidisciplinary work teams in the financial area, promoting collaboration and performance" 

Module 1. Strategic Management

1.1. Organizational Design

1.1.1. Organizational Culture
1.1.2. Organizational Structure Design
1.1.3. Competitive Advantage in Organizations

1.2. Cross-Cultural Management

1.2.1. Cultural Dimension of International Management
1.2.2. Globalization in Business Management
1.2.2. Inter-Cultural Leadership

1.3. General Management

1.3.1. Integrating Functional Strategies into the Global Business Strategies
1.3.2. Management Policy and Processes
1.3.3. Society and Enterprise

1.4. Strategic Management

1.4.1. Establishing the Strategic Position: Mission, Vision and Values
1.4.2. Developing New Businesses
1.4.3. Growing and Consolidating Companies

1.5. Competitive Strategy

1.5.1. Market Analysis
1.5.2. Sustainable Competitive Advantage
1.5.3. Return on Investment

1.6. Corporate Strategy

1.6.1. Driving Corporate Strategy
1.6.2. Pacing Corporate Strategy
1.6.3. Framing Corporate Strategy

1.7. Planning and Strategy

1.7.1. The Relevance of Strategic Direction in the Management Control Process
1.7.2. Analysis of the Environment and the Organization
1.7.3. Lean Management

1.8. Strategy Implementation

1.8.1. Indicator Systems and Process Approach
1.8.2. Strategic Map
1.8.3. Differentiation and Alignment

Module 2. Management and Leadership Development

2.1. People in Organizations

2.1.1. Quality of Work Life and Psychological Well-Being
2.1.2. Work Teams and Meeting Management
2.1.3. Coaching and Team Management
2.1.4. Managing Equality and Diversity

2.2. Talent Management

2.2.1. Managing Human Capital
2.2.2. Environment, Strategy, and Metrics
2.2.3. Innovation in People Management

2.3. Management and Leadership Development

2.3.1. Leadership and Leadership Styles
2.3.2. Motivation
2.3.3. Emotional Intelligence
2.3.4. Skills and Abilities of the Leader 2.0. 
2.3.5. Efficient Meetings

2.4. Change Management

2.4.1. Performance Analysis
2.4.2. Leading Change. Resistance to Change
2.4.3. Managing Change Processes
2.4.4. Managing Multicultural Teams

2.5. Strategic Communication

2.5.1. Interpersonal Communication
2.5.2. Communication Skills and Influence
2.5.3. Internal Communication and Comprehensive Communication Plan
2.5.4. Barriers to Business Communication

2.6. Negotiation and Conflict Management

2.6.1. Effective Negotiation Techniques
2.6.2. Interpersonal Conflicts
2.6.3. Intercultural Negotiation

Module 3. Marketing Management and Operations

3.1. Marketing Management

3.1.1. The Customer Relationship Cycle
3.1.2. Individualization vs. Standardization
3.1.3. CRM Applications and Data Mining

3.2. Strategy and Marketing Plan

3.2.1. Market Research
3.2.2. Digital Marketing and Integrated Communications
3.2.3. Mobile Marketing

3.3. Customer Relationship Management

3.3.1. Market Selection Target and Product Positioning
3.3.2. Marketing Plan Creation
3.3.3. Distribution Chain Design and Management

3.4. Internationalization Strategies and Global Marketing

3.4.1. The Customer Relationship Cycle
3.4.2. Individualization vs. Standardization
3.4.3. CRM Applications and Data Mining

3.5. Commercial and Sales Management

3.5.1. Sales Campaign Planning
3.5.2. Commercial and Sales Team Organization
3.5.3. Salesperson Recruitment and Training Policies

3.6. Supply Chain Management

3.6.1. Costs and Efficiency of the Operations Chain
3.6.2. Change in Demand Patterns
3.6.3. Change in Operations Strategy
3.6.4. Logistical Processes

3.7. Competing through Operations

3.7.1. Innovation in Operations as a Competitive Advantage in the Company
3.7.2. Emerging Technologies and Sciences
3.7.3. Information Systems in Operations

3.8. Business Information Systems

3.8.1. Project Management
3.8.2. Social Media Management and Digital Business
3.8.3. Business Intelligence

Module 4. Financial Accounting

4.1. Financial Accounts: Components and Formulation

4.1.1. Balance Sheet, Income Statement and Financial Statement Notes
4.1.2. Statement of Changes in Equity
4.1.3. Cash Flow Statement
4.1.4. Financial Annual Accounts Formulation Rules
4.1.5. Financial Statement Templates

4.2. Assessment Criteria

4.2.1. Historical Cost
4.2.2. Fair Value
4.2.3. Net Realizable Value
4.2.4. Utilization Value
4.2.5. Book or Carrying Value
4.2.6. Creative Accounting

4.3. Property, Plant and Equipment and Intangible Assets

4.3.1. Regulations and Method of Acquisition
4.3.2. Amortization
4.3.3. Impairment or Disposal Losses
4.3.4. Real Estate Investments

4.4. Financial Instruments

4.4.1. Financial Assets
4.4.2. Financial Liabilities
4.4.3. Risk Assessment, Identification and Management
4.4.4. Hedging and Trading
4.4.5. Equity Instruments Accounting

4.5. Equity Study and Valuation

4.5.1. Equity on the Balance Sheet
4.5.2. Grants, Donations and Legacies
4.5.3. Equity and Adjustments for Changes in Value

4.6. Restructuring Operations

4.6.1. Mergers
4.6.2. Demergers
4.6.3. Non-Monetary Contributions
4.6.4. Value Exchanges

4.7. Income Tax

4.7.1. Corporate Income Tax Structure
4.7.2. Calculation and Recording of the Accrued Corporate Income Tax Expense
4.7.3. Permanent and Temporary Differences

4.8. Foreign Currency Accounting

4.8.1. Functional and Presentation Currency
4.8.2. Valuation of Monetary and Non-Monetary Items
4.8.3. Temporary Transaction Differences in Foreign Currencies

Module 5. Executive Accounting

5.1. Fundamentals of Management Accounting

5.1.1. Management Accounting Objectives
5.1.2. Qualitative Characteristics of Accounting Information
5.1.3. Management Accounting Evolution

5.2. Management Accounting to Cost Accounting

5.2.1. Elements of Cost Calculation
5.2.2. Stock in General Accounting and Cost Accounting
5.2.3. Expense in General Accounting and Cost Accounting
5.2.4. Costs Classification

5.3. Cost-Volume of Operations-Benefit Analysis

5.3.1. Characteristics and Assumptions of the Cost-Volume-Profit Method
5.3.2. Break-Even Point
5.3.3. Safety Margin
5.3.4. Uncertainty Situations in the Cost-Volume-Profit Analysis

5.4. Information Systems and Business Intelligence

5.4.1. Fundamentals and Classification
5.4.2. Cost Allocation Phases and Methods
5.4.3. Choice of Cost Center and Impact

5.5. Direct Costing

5.5.1. Analytical Results of Direct Costing as a Management Tool
5.5.2. Fixed and Variable Costs: Classification
5.5.3. Semi-Gross Margin for Productivity Study
5.5.4. Analytical Balance Sheet Study

5.6. Budget Control

5.6.1. Budget Planning and Control
5.6.2. Operational Budgets
5.6.3. Budgeting Methods
5.6.4. Budget Control and Deviations

5.7. Standard Costs

5.7.1. Definition and Types of Standard Costs
5.7.2. Flexible Budgeting of Indirect Costs
5.7.3. Total Cost Center and Full Costs Model
5.7.4. Variances in Standard Costs Approach

5.8. Decision-Making in Management Accounting

5.8.1. Production and Costs Organization for Decision Making
5.8.2. Analysis of Economic-Financial Statements and their Impact on Corporate Decisions
5.8.3. Financial Information for Decision-Making in the Short and Long Term
5.8.4. Dealing with Uncertainty in Decision Making
5.8.5. Planning and Cost Analysis for Competitive Advantage

Module 6. Strategic Planning and Management Control

6.1. Management Control

6.1.1. Financial Policy and Growth
6.1.2. Information as a Management Control Tool
6.1.3. Management Control as a Planning and Management System
6.1.4. Functions of the Controller
6.1.5. Scope of Management Control

6.2. Financial Information and Management Decisions

6.2.1. Financial or Legal Accounting
6.2.2. Analytical or Cost Accounting
6.2.3. Control Accounting

6.3. Treasury Management

6.3.1. Accounting Working Capital and Working Capital Requirement
6.3.2. Calculation of Operating Cash Requirements
6.3.3. Credit Management
6.3.4. Fund, Wealth and Family Office Management

6.4. Cash Management

6.4.1. Bank Financing of Working Capital
6.4.2. Treasury Department Organization
6.4.3. Centralized Treasury Management

6.5. Planning and Control of Responsibility Centers

6.5.1. Design of a Management Control System
6.5.2. Management Control Deviations

6.6. The Process of Strategic Formulation and Planning

6.6.1. Formulation and Content of the Strategic Plan
6.6.2. Balanced Scorecard
6.6.3. Terminology and Basic Concepts

6.7. Organizational Planning

6.7.1. Business Units and Transfer Pricing
6.7.2. Manufacturing, Production, Support and Sales Centers
6.7.3. Roles and Responsibilities of the Financial Management

6.8. Indicators as a Control Tool

6.8.1. Control Panel
6.8.2. Number and Format of Indicators
6.8.3. Strategic Planning

Module 7. Banking and Financial Markets

7.1. The Economic Environment and Financial Markets

7.1.1. Measuring Financial Activity
7.1.2. Main Financial Aggregates
7.1.3. Markets and the Control of Financial Flows
7.1.4. The Current Financial Crisis

7.2. Banking Management

7.2.1. Securitizations
7.2.2. Derivatives and Structured Products
7.2.3. Syndicated Financing
7.2.4. Study of the Profitability Obtained

7.3. Financial Instruments and Markets

7.3.1. Fixed Income. Valuation and Pricing
7.3.2. Equities
7.3.3. Derivatives
7.3.4. Investment Funds

7.4. Financial Analysis and Planning

7.4.1. Balance Sheet Analysis
7.4.2. Income Statement Analysis
7.4.3. Profitability Analysis

7.5. Financial Products

7.5.1. Public and Mixed Fixed Income Assets
7.5.2. Equity Assets
7.5.3. Derivative Financial Products
7.5.4. Structured Financial Products

7.6. Collective Investment

7.6.1. Collective Investment Financial Products
7.6.2. International Collective Investment

7.7. Portfolio Management

7.7.1. Portfolio Theory
7.7.2. Fixed Income and Equity Management Styles
7.7.3. Mixed Portfolio Management Styles
7.7.4. Asset Allocation Techniques

7.8. Private Banking

7.8.1. Private Banking or Wealth Management
7.8.2. Retail and Institutional Investment
7.8.3. Differential Assets and Structures

Module 8. Financial Risk and Corporate Finance

8.1. Financial Management and Corporate Finance

8.1.1. Business Management and Value Creation
8.1.2. Capital Structure and Financial Leverage
8.1.3. Weighted Average Cost of Capital
8.1.4. Capital Asset Pricing Model and Other Models

8.2. Company Valuation Methods

8.2.1. Dividend Discount
8.2.2. Flow Discounting
8.2.3. Comparable Multiples

8.3. Corporate Operations

8.3.1. Mergers
8.3.2. Acquisition
8.3.3. Mergers and Acquisitions
8.3.4. Tax Regime for Restructuring Operations

8.4. Studying Other Types of Companies

8.4.1. Unlisted Companies
8.4.2. SMEs
8.4.3. Family Businesses
8.4.4. Foundations and Non-Profit Organizations
8.4.5. Social Economy Enterprise

8.5. Strategy and Risk Control

8.5.1. Management Control Systems
8.5.2. Risks and Internal Control
8.5.3. Review and Audit of the Control System
8.5.4. Financial Risk Management

8.6. Risk, Profitability and Indebtedness

8.6.1. Economic Profitability and Financial Profitability
8.6.2. Financial Profitability and Indebtedness
8.6.3. Risk and Profitability

8.7. Sources of Financing

8.7.1. Bank Financing
8.7.2. Issuance of Debentures and Securitization of Assets
8.7.3. Private Equity and Venture Capital
8.7.4. Subsidies and Fiscal Support

8.8. Corporate Transactions and Bankruptcy

8.8.1. Declaration of Bankruptcy and its Effects
8.8.2. Settlement and Liquidation Phases
8.8.3. International Tender
8.8.4. Scoring the Tender
8.8.5. Conclusion and Reopening of the Tender

Module 9. Feasibility of the Investment Projects

9.1. Investments in a Company

9.1.1. Concept and Classification
9.1.2. Stages in Investment Project Analysis
9.1.3. Investment as a Financial Operation

9.2. Economic Valuation Methods

9.2.1. Recovery Period
9.2.2. Total and Average Cash Flow per Committed Monetary Unit
9.2.3. Net Present Value and Internal Rate of Return
9.2.4. Discounted Payback Period and Rate of Return
9.2.5. Expected NPV Return

9.3. Cost of Capital

9.3.1. Cost of Borrowed Resources
9.3.2. Cost of Preferred Stock
9.3.3. Cost of Equity Calculation
9.3.4. Calculation of the Total Cost of Capital

9.4. Investment Diagnosis, Planning and Control

9.4.1. Financial Planning
9.4.2. Real Estate Planning
9.4.3. Tax Planning

9.5. Technical Analysis and Fundamental Analysis

9.5.1. Definition and Scope of Application
9.5.2. Study of Graphs and Trends
9.5.3. Sector and Stock Market Research in Fundamental Analysis
9.5.4. Ratios and Fundamental Analysis

9.6. Investment Analysis in a Risky Environment

9.6.1. Discount Rate Adjustment
9.6.2. Reduction of Cash Flows to Certainty Conditions
9.6.3. Scenario Simulation

9.7. Cash Flows in Investment Projects

9.7.1. Financial Modeling
9.7.2. Discounted Cash Flows
9.7.3. Analysis of Working Capital Cash Flows
9.7.4. Taxes and Inflation

9.8. Stock Markets

9.8.1. Companies' Access to the Stock Exchange
9.8.2. International Stock Exchanges Operation
9.8.3. Stock Market Indexes

Module 10. Ethical-Legal-Fiscal

10.1. Corporate Practice

10.1.1. Structural Corporate Modifications
10.1.2. Dissolution, Liquidation and Insolvency Proceedings
10.1.3. General Meeting and Board of Directors

10.2. Tax Practice

10.2.1. Analysis of Corporate Tax Obligations
10.2.2. General Tax Legal Framework
10.2.3. Reports on the Review of Administrative Acts

10.3. Labor Relations Practice

10.3.1. Hiring Policy and Compensation Policy
10.3.2. Corporate Restructuring and Succession
10.3.3. Redundancies and Compensation
10.3.4. Social and Labor Non-Compliance
10.3.5. Collective Bargaining

10.4. Corporate Income Tax

10.4.1. Applicable Regulations
10.4.2. Discrepancies Between Accounting and Tax Regulations
10.4.3. Special Regimes

10.5. Value Added Tax

10.5.1. Applicable Regulations
10.5.2. Place of Realization of the Taxable Event, Accrual and Taxable Base
10.5.3. Tax Rates
10.5.4. Special Regimes

10.6. Responsible Finance and Investment

10.6.1. Financial Inclusion
10.6.2. Sustainability and the CFO's Responsibility
10.6.3. Transparency in Information
10.6.4. Responsible Financing and Investment
10.6.5. Social Economy, Cooperativity and Corporate Social Responsibility

10.7. Business Ethics

10.7.1. Ethical Behavior in the Company
10.7.2. Deontology and Ethical Codes
10.7.3. Fraud and Conflicts of Interest

10.8. Legal Environment and Corporate Governance

10.8.1. International Rules on Importation and Exportation
10.8.2. Intellectual and Industrial Property
10.8.3. International Labor Law

Module 11. International Finance

11.1. Business and International Strategy

11.1.1. Internationalization
11.1.2. Globalization
11.1.3. Growth & Development in Emerging Markets
11.1.4. International Monetary System

11.2. Foreign Exchange Market

11.2.1. Foreign Exchange Transactions
11.2.2. The Forward Foreign Exchange Market
11.2.3. Derivative Instruments for Hedging Exchange Rate and Interest Rate Risks
11.2.4. Currency Appreciation and Depreciation

11.3. International Payment and Collection Methods

11.3.1. Bills, Personal Check and Bank Check
11.3.2. Transfer, Payment Order and Remittance
11.3.3. Documentary Clauses and Credits
11.3.4. Factoring, International Swap and Other Means

11.4. Financing Operations in International Markets

11.4.1. Incoterms
11.4.2. Derivative Instruments to Hedge Possible Fluctuations in the Price of Raw Materials
11.4.3. Export Credits With Official Support
11.4.4. Hedging with Swap Contracts
11.4.5. The OECD Consensus

11.5. International Financial Institutions

11.5.1. The Fund for the Internationalization of the Company
11.5.2. The World Bank Group
11.5.3. The Inter-American Development Bank
11.5.4. Caribbean Development Bank

11.6. Formation of Exchange Rates

11.6.1. Interest Rate Parity Theory
11.6.2. Theory of Exchange Rate Expectations
11.6.3. Purchasing Power Parity (PPP) Theory
11.6.4. Capital Market Balance

11.7. Debt Conversion Programs

11.7.1. Legal Framework
11.7.2. Operation
11.7.3. Conversion of Debt into Public Investments
11.7.4. Conversion of Debt into Private Investments

11.8. International Stock Market

11.8.1. Wall Street Market (New York)
11.8.2. Gold Market
11.8.3. World External Debt
11.8.4. Paris Club
11.8.5. ADR and GDR Securities Market

Module 12. Startups Creation and Financing

12.1. Creation of a Startup

12.1.1. From the Idea to the Business Model
12.1.2. Partners
12.1.3. Legal Considerations
12.1.4. Organization and Culture
12.1.5. Venture Capital and Entrepreneurial Management

12.2. Startup Financial Management and Administration

12.2.1. Introduction to Financial Management in Startup Companies
12.2.2. Financial Metrics for Startups
12.2.3. Financial Planning: Projection Models and their Interpretation
12.2.4. Valuation Methods
12.2.5. Legal Aspects

12.3. The Business Plan

12.3.1. Content
12.3.2. Introduction
12.3.3. SWOT
12.3.4. The Canvas Model

12.4. Growth Phases in Startup Companies

12.4.1. Seed Phase
12.4.2. Startup Phase
12.4.3. Growth Phase
12.4.4. Consolidation Phase

12.5. Financing Startups

12.5.1. Bank Financing
12.5.2. Subsidies
12.5.3. Seed Capital and Accelerators. Business Angels
12.5.4. Venture Capital. IPO
12.5.5. Public to Private Partnership

12.6. National and International Venture Capital and Seed Capital Entities

12.6.1. International Venture Capital Entities
12.6.2. Private Investors: Caixa Capital Risc. Bstartup
12.6.3. FOND-ICO Global
12.6.4. Accelerators: Wayra, Lanzadera and Plug & Play

Module 13. Leadership, Ethics and Social Responsibility in Companies

13.1. Globalization and Governance

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

13.2. Leadership

13.2.1. Leadership. A Conceptual Approach
13.2.2. Leadership in Companies
13.2.3. The Importance of Leaders in Business Management

13.3. Cross-Cultural Management

13.3.1. Cross-Cultural Management Concept
13.3.2. Contributions to Knowledge of National Cultures
13.3.3. Diversity Management

13.4. Sustainability

13.4.1. Sustainability and Sustainable Development
13.4.2. The 2030 Agenda
13.4.3. Sustainable Companies

13.5. Corporate Social Responsibility

13.5.1. International Dimensions of Corporate Social Responsibility
13.5.2. Implementing Corporate Social Responsibility
13.5.3. The Impact and Measurement of Corporate Social Responsibility

13.6. Responsible Management Systems and Tools

13.6.1. CSR: The Corporate Social Responsibility
13.6.2. Essential Aspects for Implementing a Responsible Management Strategy
13.6.3. Steps for the Implementation of a Corporate Social Responsibility Management System
13.6.4. CSR Tools and Standards

13.7. Multinationals and Human Rights

13.7.1. Globalization, Multinational Companies and Human Rights
13.7.2. Multinational Corporations and International Law
13.7.3. Legal Instruments for Multinationals in the Area of Human Rights

Module 14. People and Talent Management

14.1. Strategic People Management

14.1.1. Strategic Human Resources Management
14.1.2. Strategic People Management

14.2. Human Resources Management by Competencies

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

14.3. Performance Evaluation and Performance Management

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

14.4. Innovation in Talent and People Management

14.4.1. Strategic Talent Management Models
14.4.2. Talent Identification, Training and Development
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 Compensation

14.6. Developing High-Performance Teams

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

14.7. Executive Communication

14.7.1. Internal and External Communication in the Corporate Environment
14.7.2. Communication Departments
14.7.3. The Person in Charge of Communication of 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. Executive Management

15.1. Manager Functions. Organizational Culture and Approaches

15.1.1. Manager Functions. Organizational Culture and Approaches

15.2. Operations Management

15.2.1. The Importance of Management
15.2.2. Value Chain
15.2.3. Quality Management

15.3. Public Speaking and Spokesperson Training

15.3.1. Interpersonal Communication
15.3.2. Communication Skills and Influence
15.3.3. Communication Barriers

15.4. Personal and Organizational Communications Tools

15.4.1. Interpersonal Communication
15.4.2. Interpersonal Communication Tools
15.4.3. Communication in the Organization
15.4.4. Tools in the Organization

15.5. Communication in Crisis Situations

15.5.1. Crisis
15.5.2. Phases of the Crisis
15.5.3. Messages: Contents and Moments

15.6. Preparation of a Crisis Plan

15.6.1. Analysis of Possible Problems
15.6.2. Planning
15.6.3. Adequacy of Personnel

15.7. Emotional Intelligence

15.7.1. Emotional Intelligence and Communication
15.7.2. Assertiveness, Empathy, and Active Listening
15.7.3. Self-Esteem and Emotional Communication

15.8. Personal Branding

15.8.1. Strategies for Personal Brand Development
15.8.2. Personal Branding Laws
15.8.3. Tools for Creating Personal Brands

15.9. Leadership and Team Management

15.9.1. Leadership and Leadership Styles
15.9.2. Leader Capabilities and Challenges
15.9.3. Managing Change Processes
15.9.4. Managing Multicultural Teams

You will learn valuable lessons through real cases in simulated learning environments"