This Postgraduate diploma contains the most complete and up-to-date scientific program on the market" 

In the health structure, the medical division is fundamental in the development of these processes, where the paradigm of Clinical Management is increasingly imposed, making it necessary to specialize in this area for physicians who develop or may reach positions of responsibility for care, either as middle management, care or medical management. 

The new challenges of the sector, such as the approach to complexity and chronicity, the relationships between professional groups, citizens (as users, – patients, – clients) and providers, the development of new health technologies, the need to increase efficiency in the use of resources, assuming the new leadership, participative and transparent, or gaining its position in the interdisciplinary team, are challenges to be addressed. 

In addition, graduates will obtain an excellent quality specialization in economic evaluation and financial management of healthcare centers thanks to intensive Masterclasses. These are given by an internationally renowned expert with an outstanding track record in performance measurement in healthcare organizations. 

Increase your skills thanks to the Masterclasses of a true international expert in hospital financial management”

This Postgraduate diploma in Health Centers and Services Management contains the most complete and up-to-date scientific program on the market. The most important features include:

• Development of practical cases developed by experts in health management and other specialties
• The graphic, schematic, and practical contents with which they are created provide scientific and practical information on the situations that regularly occur in the hospital setting
• Presentation of practical workshops on procedures and decision making
• An algorithm-based interactive learning system for decision-making in the situations students are posited
• Action protocols, where you can find the latest trends in health management
• All this will be complemented by theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• With a special emphasis on scientific methods and research methodologies in health management
• Content that is accessible from any fixed or portable device with an Internet connection

This Postgraduate diploma is the best investment you can make in the selection of a specialization program for two reasons: in addition to qualifying you as a clinical manager, you will obtain a Postgraduate diploma from TECH Global University”

It includes, in its teaching staff, a team of prestigious health management professionals, who bring to this program the experience of their work, in addition to recognized health specialists who complement the program in an interdisciplinary way.

The multimedia content developed with the latest educational technology will provide the physician with situated and contextual learning, i.e., a simulated environment that will provide immersive course programmed to prepare in real situations.

The design of this program focuses on Problem-Based Learning, through which nurses must try to solve the different professional practice situations that arise throughout the program. For this reason, you will be assisted by an innovative, interactive video system created by renowned and experienced experts in the field of health management with extensive teaching experience.

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

Increase the quality of your management with this program and improve patient care"

The structure of the syllabus has been designed by a team of professionals knowledgeable about the implications of medical specialization in health management, aware of the relevance of current specialization and committed to quality teaching through new educational technologies. 

This Postgraduate diploma in Health Centers and Services Management contains the most complete and updated scientific program on the market”

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. Future Organization 

1.5.1. Organizational Environment 
1.5.2. Knowledge Management as the Driving Force of the Organization of the Future 
1.5.3. 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. Beverige SMS Health Systems  Model: Example 
2.1.3. Health Systems Biskmark Assurance Model: Examples 
2.1.4. 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 

2.3. 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 

2.5. Alternatives to the Traditional Management Models 

2.5.1. Evaluation of New Management Models. Results and Experience 

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

3.1. Classic 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. Doctors in Managerial Positions: From Board Members to Welfare 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 Programs 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 

5.1.1. Chronic Care Model and Population Stratification. Kaiser Permanente 
5.1.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home 
5.1.3. 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. Patient Schools 
5.2.3. Patient Empowerment and Nursing Input 

5.3. Telemedicine 

5.3.1. Services Currently in Place and Future Perspectives 

Module 6. Management and Economic Assessment 

6.1. Cost Calculation 

6.1.1. Weighting and Calculation of Health Costs 

6.1.1.1. Cost/Benefit 
6.1.1.2. Cost/Utility 
6.1.1.3. Cost/Productivity 

6.2. Accounting Basis 

6.2.1. General Accounting Principles 
6.2.2. What is a Budget? Types of Budgeting and Financial Management 
6.2.3. Retrospective Income and Expenses Budget 
6.2.4. Prospective Public Budget by Chapters 
6.2.5. Public Legislation on Budgets 

6.3. Budget and Purchasing 

6.3.1. Purchasing Management. Purchasing and Procurement Commissions 
6.3.2. Integrated Procurement Systems. Centralized Purchasing 
6.3.3. Management of Public Service Contracting: Tenders and Agreements 
6.3.4. Hiring in the Private Sector 
6.3.5. Supply Logistics 

6.4. Efficiency and Sustainability of Health Systems 

6.4.1. Financial Situation of the Public Health System, Sustainability Crisis 
6.4.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits 
6.4.3. Expenditure Control in the Public Health System 

6.5. Financing Models 

6.5.1. Financing Based on Historical Budget and Activity 
6.5.2. Capitation Funding 
6.5.3. Financing by DRGs and Processes, Payment per Procedure 
6.5.4. Incentives for Professionals Based on Funding 

6.6. Management Agreements 

6.6.1. Management Agreements. Definition and Models 
6.6.2. Development and Assessment of a Management Agreement

A unique, crucial and decisive learning experience to boost your professional development"