Thanks to this TECH, you will learn the best methods of hospital management. In a comfortable way and with the opportunity to perform face-to-face internships. Fully adapted to the current healthcare situation"

Hospital management protocols and methods have undergone a major transformation in recent years, driven by the recent pandemic situation. Because of this, nowadays, the professional focused on healthcare management has to adapt to this situation, keeping up to date with the latest methods of administration, human resources management and leadership.

This Hybrid Master's Degree in MBA in Hospital and Health Services Managementt will allow you to integrate them into your daily work, as it has been specifically designed to respond to the daily challenges of this discipline. Therefore, throughout the program, the physician will be able to delve into issues such as clinical management models and units, especially interhospital units, the working day in units and services or the accreditation of quality in health.

This program is carried out in 2 distinct phases: one 100% online and the other practical on-site. During the online stage, the physician will enjoy a methodology that will be completely adjusted to his personal circumstances, since it will allow them to study when, how and where theywish. In addition, you will be accompanied by leading experts in this health area, who will update you through multiple multimedia resources: case studies, videos, master classes or interactive summaries.

In the second phase, the specialist will have the opportunity to spend 3 weeks in a prestigious clinical center. There, you will be able to carry out a series of practical activities in a real environment, guided at all times by professionals from the center itself, who will guide you throughout the learning process.

This program includes a 3-week internship in a health center where you can update yourself on the latest hospital management methods"

This Hybrid Master's Degree in MBA in Hospital and Health Services Management contains the most complete and up-to-date scientific program on the market. The most important features include:

• Development of more than 100 cases presented by hospital management professionals
• 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
• Study of the best hospital management techniques
• Comprehensive systematized action plans for common and special situations faced by the director of a clinical service
• Presentation of practical workshops on management methods
• An algorithm-based interactive learning system for decision-making in the clinical situations presented throughout the course
• Practice guidelines on the approach to different clinical situations
• With a special emphasis on evidence-based medicine and research methodologies in hospital management
• All of this will be complemented by 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
• In addition, you will be able to carry out a clinical internship in one of the best hospitals in the world

You will go through an online phase, where you will be completely updated, and then you will have a practical stay in a clinic of great international prestige"

In this proposed Hybrid Master's Degree, of a professionalizing nature and blended learning modality, the program is aimed at updating medical professionals who have focused their careers on healthcare management or wish to do so. The contents are based on the latest scientific evidence, and oriented in a didactic way to integrate theoretical knowledge in the practice of clinical management, and the theoretical-practical elements will facilitate the updating of knowledge and allow decision making in health administration.

Thanks to their multimedia content developed with the latest educational technology, they will allow medical professional a situated and contextual learning, that is, a simulated environment that will provide an immersive learning programmed to train in real situations. This program is designed around Problem-Based Learning, whereby the physician must try to solve the different professional practice situations that arise during the course. For this purpose, the student will be assisted by an innovative interactive video system created by renowned experts.

The recent pandemic situation has transformed health management protocols and with this program you can get up to date with them immediately"

You will have at your disposal, during the online phase, the best multimedia materials: case studies, videos, master classes, among others"

This Hybrid Master's Degree in MBA in Hospital and Health Services Management is composed of 18 specialized modules and has been designed by experts in clinical management. In this way, throughout the program, the physician will learn about the latest developments in issues such as the main models of health systems, health financing and provision, patient classification systems or the main common errors and barriers in the evaluation of professional performance in the health area, among many others.

Enter the best content online and learn from the most outstanding specialists in situ"

Module 1. Planning and control of health organizations

1.1. The Process of Strategic Planning

1.1.1. Mission, Vision, and Values
1.1.2. The Cycle of Strategic Planning. Strategic Plan and Strategic Lines
1.1.3. Planning and Continuous Quality Improvement. Advantages of Planning
1.1.4. Internal and Competitive Analysis of the Environment. Benchmarking

1.2. Management by Values and Objectives

1.2.1. Operative Planning. Obtaining Objectives from Strategic Lines of Action
1.2.2. Types of Objectives Goals
1.2.3. Management by Values and Objectives: Management Plans
1.2.4. Assessment of the Strategic and Operational Plan

1.3. Organizational Theory Applied to Healthcare

1.3.1. Types of Organization
1.3.2. Organizational Behavior Studies
1.3.3. Characteristics of the Public Organization
1.3.4. New Organizational Models. Fluid and Matrix Organizations

1.4. Management and Direction

1.4.1. The Management Process
1.4.2. Collegiate Management Bodies
1.4.3. Management Styles

1.5. Actors in the National Health System

1.5.1. Planners, Funders, Suppliers and Managers, Relationships and Differences
1.5.2. Control and Inspection
1.5.3. Citizens: Clients and Patients. Patient Associations
1.5.4. Professionals: Trade Unions and Professional Societies
1.5.5. Activists: Citizen Platforms and Pressure Groups

1.6. Future Organization

1.6.1. Organizational Environment
1.6.2. Knowledge Management as the Driving Force of the Organization of the Future
1.6.3. Innovative Hospitals and Health Centers

Module 2. Health Systems and Policies

2.1. Health Systems

2.1.1. Main Health System Models. Comparison and Results
2.1.2. The Health Care System in Spain
2.1.3. Beverige SMS Health Systems Model: Example
2.1.4. Health Systems Biskmark Assurance Model: Example
2.1.5. Evolution of the Different Health Systems

2.2. Healthcare Financing and Provision

2.2.1. Financing of the Health Systems. Public Contributions
2.2.2. The Right to Health Care: Basic and Complementary Services
2.2.3. Different Provision Models in a NHS. Private Provision
2.2.4. Co-payment and User Financing
2.2.4. General Health Law and Basic Health Structures
2.2.6. Health Services of the Autonomous Communities and Territorial Coordination. The Interterritorial Health Council
2.2.7. Comparison of the Autonomous Communities’ Health Service Organization and Resources

2.3. Evolution and Other Aspects of Health Systems

2.3.1. Complexity and Chronicity Care
2.3.2. Information Technology as a Driver for the Transformation of Healthcare Systems
2.3.3. Promotion of Health and Heath Education Prevention
2.3.4. Traditional Public Health and Its Evolution
2.3.5. Health Coordination or Integration. The Concept of a Public Health Space

2.4. Alternatives to the Traditional Management Models

2.4.1. Description of the New Forms of NHS Management, Public Ownership and Public-Private Collaboration Map of New Management Models in Spain
2.4.2. Evaluation of New Management Models. Results and Experience

Module 3. Medical and Welfare Management Department in the Health System

3.1. Classical Medical Management VS. Care Management

3.1.1. Structure and Content of Health System Governing Bodies. Current Organization Charts and Future Alternatives
3.1.2. Physicians as Managers: From Board Members to Care Directors and Managers, Including General Management
3.1.3. Preparation and Value Contribution
3.1.4. Medical Division: Critical Areas
3.1.5. Different Organizational Structures within the Medical Division

3.2. Management Information Systems and Electronic Medical Records

3.2.1. Control Panels
3.2.2. Electronic Clinical History
3.2.3. Assisted Prescription Systems
3.2.4. MBDS, ICD
3.2.5. Other Useful Information Systems in Health Management

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

3.3.1. The Need for Healthcare Integration
3.3.2. Integrated Health Organizations. Initial Bases
3.3.3. Starting an OSI

3.4. Bioethics and Humanization in Medical Practice

3.4.1. Bioethical Principles
3.4.2. Ethics Committees in Health Organizations
3.4.3. Humanization of Health Care

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

3.5.1. Knowledge Management Tools for Clinical and Healthcare Management
3.5.2. Medical and Healthcare Management: Relations with the Nursing Division

3.6. Public Health, Promotion of Health and Health EpS for Healthcare Directorates

3.6.1. Public Health Concept and Scope
3.6.2. Promotion of Health and Heath Education
3.6.3. Prevention Program Types

3.7. Transformation of the Healthcare Model: The Triple Objective

3.7.1. Continuity of Healthcare Strategy
3.7.2. Social Health Strategy
3.7.3. Efficiency, Health and Patient Experience

Module 4. Clinical Management

4.1. Definitions and Regulation of Clinical Analysis Management

4.1.1. Different Definitions and Visions of Clinical Management
4.1.2. Different decrees and Regulations on Clinical Management
4.1.3. Levels of Autonomy

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

4.2.1. Types and Classification of Scientific Evidence
4.2.2. Protocols, Clinical Practice Guidelines, Clinical Pathways: Differences
4.2.3. Grade and Care Routes

4.3. Patient Classification Systems

4.3.1. Patient Classification Systems
4.3.2. Patient Dependency Analysis. Dependency Scales and Classification
4.3.3. Calculation of Staffing/Cash Flow Based on Patient Classification Workload Distribution

4.4. Models and Clinical Management Units

4.4.1. Types of Clinical Management Units
4.4.2. Mixed Primary and Specialized Care Units
4.4.3. Interservice Units
4.4.4. Inter-hospital Units

4.5. Prudent Drug Prescription. Electronic Prescription

4.5.1. Prudent Prescribing: Choosing Wisely
4.5.2. “Non-action” Strategies

4.6. Prescription Complementary Tests

4.6.1. Prudent Prescribing vs. Defensive Medicine
4.6.2. Prescription Audits and Prescription Monitoring: Results

Module 5. Chronicity and Telemedicine Management

5.1. Complex and Chronic Patient Management

5.3.1. Chronic Care Model and Population Stratification. Kaiser Permanente
5.3.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home
5.3.3. Chronicity and Social and Health Care

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

5.2.1. Active Patient Model. Stanford University
5.2.2. Self-care Education Program. International and Spanish Experiences
5.2.3. Patient Schools
5.2.4. Patient Empowerment and Nursing Input

5.3. Telemedicine

5.3.1. Services Currently in Place and Future Perspectives

Module 6. People and Talent Management

6.1. Rights and Responsibilities. Retributions

6.1.1. Worker’s Statute. Rights and Responsibilities
6.1.2. Statutory and Civil Servant Personnel. Status of Statutory Personnel Disciplinary Regime. Incompatibilities
6.1.3. Remuneration of Civil Servants and Statutory Personnel
6.1.4. Labor Personnel in Public Administrations and Private Institutions
6.1.5. Trade Unions. Representation, Participation and Collective Bargaining. Personnel Boards and Works Councils

6.2. Working Hours in Units and Services

6.2.1. Working Hours; Leaves and Leaves of Absence for Statutory Personnel and Civil Servants
6.2.2. Collective Bargaining Agreements in the Health Sector
6.2.3. Shift Work and On-call System. Shift Planning Systems. Turnover. Continued Care
6.2.4. Demand-Driven Staffing

6.3. Employability Tools in the Private and Public Sector

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

6.4. Personnel Assessment and Talent Development. Social and Institutional Climate

6.4.1. Welcoming, Mentoring and Dismissal Plans
6.4.2. Talent Detection and Development
6.4.3. Institutional and Social Climate: Measurement and Improvement

6.5. Staffing and Performance Calculations

6.5.1. Estimated Staffing Requirements
6.5.2. Staffing Calculation
6.5.3. Allocate Time for Healthcare Activity

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

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

6.7. Health Professionals and Types of Relationships

6.7.1. The Digital Revolution in Welfare Practice and Clinical Management. Description of New Digital Tools
6.7.2. Experiences with Networks and Blogs of Health Professionals

Module 7. Management and Economic Assessment

7.1. Cost Calculation

7.1.1. Weighting and Calculation of Health Costs

7.1.1.1. Cost/Benefit
7.1.1.2. Cost/Utility
7.1.1.3. Cost/Productivity

7.2. Accounting Basis

7.2.1. General Accounting Principles
7.2.2. What is a Budget? Types of Budgeting and Financial Management
7.2.3. Retrospective Income and Expenses Budget
7.2.4. Prospective Public Budget by Chapters
7.2.5. Public Legislation on Budgets

7.3. Budget and Purchasing

7.3.1. Purchasing Management. Purchasing and Procurement Commissions
7.3.2. Integrated Procurement Systems. Centralized Purchasing
7.3.3. Management of Public Service Procurement: Competitions, Bid for Tenders
7.3.4. Hiring in the Private Sector
7.3.5. Supply Logistics

7.4. Efficiency and Sustainability of Health Systems

7.4.1. Financial Situation of the Public Health System, Sustainability Crisis
7.4.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits
7.4.3. Expenditure Control in the Public Health System

7.5. Funding Models

7.5.1. Financing Based on Historical Budget and Activity
7.5.2. Capitation Funding
7.5.3. Financing by DRGs and Processes, Payment per Procedure
7.5.4. Incentives for Professionals Based on Funding

7.6. Management Agreements

7.6.1. Management Agreements. Definition and Models
7.6.2. Development and Assessment of a Management Agreement

Module 8. Quality Management

8.1. Quality in Health Care

8.1.1. Definitions of Quality and of the Historical Development of the Concept Quality Dimensions
8.1.2. Quality Assessment and Improvement Cycle
8.1.3. EFQM Quality Improvement Model. Implementation
8.1.4. ISO standards and External Quality Accreditation Models

8.2. Quality of Healthcare Programs

8.2.1. Quality Circles
8.2.2. Continuous Quality Improvement Strategies
8.2.3. LEAN

Module 9. Management by Process Lean Healthcare

9.1. Management of "What": Process Management and Management by Processes

9.1.1. Conceptual Principles
9.1.2. Process Management

9.2. Management of "How"

9.2.1. Health Care Processes
9.2.2. Integrated Healthcare Processes
9.2.3. Procedures
9.2.4. Standard Operating Procedures (SOP)
9.2.5. Protocols
9.2.6. Clinical Practice Guidelines. Grade Method. AGREE Instrument
9.2.7. Clinical Pathways
9.2.8. Care Guidelines

9.3. Process Improvement

9.3.1. Continuous Process Improvement. Organic Rankine Cycle
9.3.2. Process Reengineering
9.3.3. Other Methods for Process Improvement

Module 10. Competency Management

10.1. Performance Evaluation. Competency Management

10.1.1. Definition of Competencies
10.1.2. Performance Evaluation Procedure. Implementation
10.1.3. Feedback from Professions for Improving their Performance and Self-evaluation
10.1.4. Training Itinerary Design for Skills Development

10.2. Methods and Techniques

10.2.1. The Assessment Interview. Instructions for the Assessor
10.2.2. Main Common Errors and Impediments in Assessment
10.2.3. Motivational Interview
10.2.4. Miller’s Pyramid

Module 11. Patient Security

11.1. Patient Safety: Evolution Over Time

11.1.1. Introduction and Definition. Background and Current Situation
11.1.2. Basic Studies on Patient Safety

11.2. Nosocomial Infections

11.2.1. Definition and Classification. Evolution EPINE Studies
11.2.2. Hospital Infection Control and Surveillance Programs and Networks
11.2.3. Asepsis, Disinfection and Sterilization

11.3. Prevention

11.3. 1. Prevention and Detection of Adverse Events Related to Health Care
11.3. 2. AMFE: (Modal Analysis of Failures and Effects). Cause / Root Analysis

11.4. Information and Record Systems

11.4.1. Adverse Event Reporting and Recording Systems

11.5. Secondary and Tertiary Victims

11.5.1. Health Professionals in the Face of Adverse Effects
11.5.2. Recovery Trajectory and Emotional Support
11.5.3. Impact on Corporate Image

Module 12. Quality Accreditation in Healthcare

12.1. Accreditation in Health Care

12.1.1. Specific Features of Health Services Accreditation
12.1.2. The Value of Being Accredited. How the Organization and Patients Benefit
12.1.3. Health Accreditation in Clinical Services

12.2. Joint Commission International

12.2.1. Criteria and Process Phases

12.3. EFQM Model

12.3.1. The Concept of Self-assessment
12.3.2. Improvement Plans
12.3.3. An Example of EFQM Model Implementation in a Hospital and in an Area of Health Care

12.4. ISO Accreditation

12.4.1. Definition and General Criteria
12.4.2. ISO 9001
12.4.3. ISO 14001
12.4.4. Other Types of ISO Relevant to the Health Sector

Module 13. Leadership Management

13.1. Team Leadership

13.1.1. Theories on the Nature and Origin of Authority: Traditional or Institutional Conceptions. Functional Approach Behavioral Approach Integrative Approach
13.1.2. Authority and Power, Types of Power
13.1.3. Leadership. Components of Leadership and Types
13.1.4. How to Create a Leader
13.1.5. New Leadership Models. Situational Leadership Coaching
13.1.6. The Term ‘Staff’, Functional Hierarchical Scheme, Different Types of Staff, Line and Staff Concepts; Theories, Influence of Cultures on Leadership

13.2. Motivation

13.2.1. Motivating Agents. Intrinsic and Extrinsic Motivation
13.2.2. Differences Between Motivation and Satisfaction and Their Different Theories
13.2.3. Available Evidence on How to Motivate Professionals

13.3. Delegation

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

13.4. Executive Coaching

13.4.1. Coaching: Types of Coaching
13.4.2. Organizational Benefits and Applications to the Health Sector. Examples

Module 14. Change, Decision-Making and Time Management

14.1. Decision Making

14.1.1. Deciding as an Organizational Process
14.1.2. Decision Process Phases
14.1.3. Features of any Decision

14.2. The Decision Process

14.2.1. Centralized Decision-Making Process, Individual Decision-Making Process, Group Decision-Making Process
14.2.2. Limiting Factor Principle. Cost Effectiveness and Efficiency in the Decision-making Process
14.2.3. Choosing the Best Solution. Prioritization. Decision Tree

14.3. Time, Stress and Happiness Management

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

Module 15. Internal Communication in Management

15.1. Communication

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

15.2. Meetings

15.2.1. Techniques for Holding Profitable Meetings. Preparation for Meetings and Types of Meetings. Participant Selection
15.2.2. Healthcare and Technical Committees and Commissions in Hospitals, Centers and Areas of Health Care
15.2.3. Negotiation. Strategy Types, Assertiveness Win-Win Strategy

15.3. Conflict Management

15.3.1. Possible Conflicts in Health Organizations. Preventive Strategies
15.3.2. Conflict Management. Mediation

Module 16. Creating a Personal Brand

16.1. Public Profile

16.1.1. Presenting Ourselves to the World. Our Digital Footprint
16.1.2. Professional Profile on Professional Social Networks
16.1.3. Digital Reputation. Positive References
16.1.4. Cover Letter

16.2. Interview for a Managerial Position

16.2.1. How to Tackle an Interview
16.2.2. Body Language During an Interview. Kinesics

Module 17. Communication and Marketing in Health

17.1. Marketing and Social Media

17.1.1. Definition of the Term. Dimensions of Marketing. Marketing Mission and Cycles. Marketing Tools
17.1.2. Patient, Client, User? Marketing Aimed at Public Health Care Users
17.1.3. External Marketing Planning in a Private Center
17.1.4. The Internal Client. Marketing and Internal Communication Plans in Healthcare Institutions
17.1.5. Management of Institutional Presence on Social Networks. Facebook
17.1.6. Use of Twitter by the Organization
17.1.7. Use of LinkedIn by the Organization on a Professional Level
17.1.8. Use of Other Networks: Instagram, Tumbler, etc

17.2. Communication in Organizations

17.2.1. Communication Systems in Organizations. Intranet/Internet
17.2.2. Communication Specific to Welfare Institutions. Hospitals
17.2.3. Welfare Awards. Presentation of Nominations
17.2.4. Organization of Conferences, Congresses and Other Educational Events
17.2.5. Managing Local Communication: Press
17.2.6. Managing Local Communication: Radio
17.2.7. Managing Local Communication: Television
17.2.8. National Communication Management: Healthcare Press
17.2.9. External Conflicts. Information Crises Due to Bad News and How it is Managed

17.3. Relations with Social Agents, Users and Suppliers

17.3.1. Communication with Citizens, and with Patient and Consumer– User Associations
17.3.2. Communication with Political Leaders– Owners-Shareholders, and Suppliers
17.3.3. Collaboration with the Pharmaceutical Industry
17.3.4. Internationalisation of the Health Sector. Health Tourism

17.4. Corporate Social Responsibility. Good Healthcare Governance

17.4.1. CSR in the Welfare Sector. CSR Strategic Plans in Organizations. Good Welfare Governance: Transparency From Public and Private Companies
17.4.2. Environmental Management and Energy Efficiency in Healthcare Institutions
17.4.3. Development Cooperation through Healthcare Institutions
17.4.4. Networking. Strategic Partnerships
17.4.5. The Patient Portal. Health Promotion and Disease Prevention Through the Internet

Module 18. Teaching and Research Management

18.1. Research Methodology: Epidemiology and research study designs and biases

18.1.1. Epidemiology and Clinical Epidemiology
18.1.2. Main Study Designs in Clinical Research
18.1.3. Quality of Studies: Reliability and Validity. Biases

18.2. Sources of Information for Research and Sourcing Strategies

18.2.1. Clinical Research Questions
18.2.2. Information Sources
18.2.3. Where and How to Search for Information
18.2.4. Searching
18.2.5. Databases

18.3. Critical Reading of Articles

18.3.1. Phases in Critical Reading
18.3.2. Tools for Critical Reading
18.3.3. Main Mistakes

18.4. Research Projects: Financial Resources. Product and Patents Development

18.4.1. Research Project Design
18.4.2. Funding in Research
18.4.3. Exploitation of Research Results

18.5. Communication and Diffusion of Research Findings

18.5.1. Research Reports
18.5.2. Choosing a Journal for Publication
18.5.3. Some Style Recommendations

This program will mark a before and after in your professional practice.”