This Hybrid Master's Degree provides the possibility of approaching real work scenarios in Clinical Management, Medical and Healthcare Management that will provide an immersive experience alongside the best specialists” 

Clinical Management enables the organization of healthcare delivery processes in an appropriate and efficient manner, grounded in the best available scientific evidence and involving professionals in patient-centered decision-making. Within the healthcare structure, the medical division plays a crucial role in shaping these processes. As the Clinical Management model continues to gain prominence, specialized training is increasingly essential for physicians who currently hold or aspire to hold leadership positions—whether as mid-level managers, heads of medical departments, or healthcare executives. Today’s socioeconomic landscape, along with other determinants of health, underscores the need for healthcare leaders to develop strong managerial and leadership skills.

This program begins with an in-depth review of healthcare systems and policies, along with key administrative processes. It then explores the roles of the medical and clinical divisions within the broader health system. The syllabus emphasizes Clinical Management in health services, including personnel management, investment planning, and economic evaluation. It also thoroughly covers both hospital-based and outpatient service management, with a specific focus on quality of care across departments and healthcare settings. 

TECH provides a simulated hospital environment equipped with cutting-edge resources, offering participants the opportunity to reach their full potential in Clinical Management and Medical and Healthcare Administration. You will engage with patients using the latest evidence-based techniques, achieving clinical outcomes that were previously out of reach. 

In addition, a renowned international guest director will deliver 10 intensive Masterclasses.

A prestigious International Guest Director will deliver 10 exclusive Masterclasses on the latest trends in Clinical Management, Medical and Healthcare Administration”

This Hybrid Master's Degree MBA in Clinical Management, Medical and Healthcare Administration contains the most complete and up-to-date scientific program on the market. The most important features include:

• Development of more than 100 clinical cases presented by medical professionals, experts in Clinical Management and university professors with extensive experience in Medical and Healthcare 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 the self-assessment process can be carried out to improve learning 
• Its special emphasis on innovative methodologies 
• Algorithm-based interactive learning system for decision-making in the presented clinical situations
• 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

The constant updating of knowledge is key to provide better patient care, mainly based on the advances of Modern Medicine, clinical and comprehensive care” 

In this Hybrid Master's Degree, of a professionalizing nature and blended learning modality, the program is aimed at updating medical professionals who perform their functions in the Clinical Management Unit, Medical and Healthcare Administration, and who require a high level of qualification. The contents are based on the latest scientific evidence, and oriented in a didactic way to integrate theoretical knowledge into medical practice, and the theoretical-practical elements will facilitate the updating of knowledge and will allow decision making in patient management. 

Thanks to multimedia content developed using the latest educational technology, healthcare professionals will benefit from contextualized, experiential learning. This simulated environment offers an immersive experience designed to prepare them for real-life clinical situations. This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise throughout the program. For this purpose, students will be assisted by an innovative interactive video system created by renowned experts.

You will have access to an intensive 3-week residency, joining a top-tier medical team where you can refine your skills in Medical Leadership” 

This program is tailored to your professional needs and the demands of the healthcare sector, offering an unparalleled blend of theoretical and practical training designed to elevate your clinical performance to the highest level” 

The syllabus of this Hybrid Master's Degree MBA features an innovative and dynamic method that enables professionals to achieve their academic goals easily and comfortably. From the convenience of any internet-connected device, participants can delve into 20 developmental modules and access the most current theoretical and practical materials. The fully online format offers complete flexibility to choose study times freely. Additionally, this program includes a fully practical component with an intensive 8-hour, Monday-to-Friday on-site session at a leading hospital. This allows participants to deepen their knowledge hands-on under the guidance of highly experienced physicians and healthcare professionals. 

Enroll now and advance in your field of work with a comprehensive program that will allow you to put into practice everything you have learned”

Module 1. Management and Economic Assessment

1.1. Funding Models

1.1.1. Payment Models and Stakeholders in the Health System
1.1.2. Payment Models to Professionals
1.1.3. Ideal Payment Model. Payment Models and Incentive Models
1.1.4. Assess Incentive Efficacy

1.2. Cost Calculation

1.2.1. Financial Assessment Fundamentals
1.2.2. Critiques of the Fundamentals of Welfare Economics
1.2.3. Classification of Accounting According to Purpose
1.2.4. Defining and Classifying Costs
1.2.5. Financial Assessments Used in Healthcare
1.2.6. Cost Centers
1.2.7. Process and Patient Cost
1.2.8. Cost Analysis by Diagnosis-Related Groups (DRG)

1.3. Efficiency and Sustainability of Health Systems

1.3.1. Definitions 
1.3.2. Macroeconomic Sustainability 
1.3.3. Factors That Put Upward Pressure on Public Healthcare Spending, Compromising Its Sustainability
1.3.4. Use in Health Services. Supply and Demand 

1.4. Management Agreements

1.4.1. Strategic Planning as a Starting Point 
1.4.2. The Management Agreement or Program Contract 
1.4.3. Contents Normally Included in Management Agreements 
1.4.4. Management Agreements and Differential Compensation 
1.4.5. Limitations and Aspects to Consider in a Management by Objectives System

1.5. Budget and Purchasing

1.5.1. Budget Concept and Budgetary Principles
1.5.2. Types of Budgets
1.5.3. Budget Structure
1.5.4. Budget Cycle
1.5.5. Purchasing and Procurement Management
1.5.6. Management of Public Service Procurement

1.6. Purchasing, Contracting and Supplies

1.6.1. Integrated Procurement Systems. Centralized Purchasing
1.6.2. Management of Public Service Contracting: Tenders and Agreements. Purchasing and Procurement Commissions
1.6.3. Hiring in the Private Sector
1.6.4. Supply Logistics

1.7. Staffing and Performance Calculations

1.7.1. Estimated Healthcare Staffing Requirements
1.7.2. Staffing Calculation
1.7.3. Allocate Time for Healthcare Activity

1.8. Budget Management

1.8.1. Budget. Concept
1.8.2. Public Budget

1.9. Negotiation with Suppliers

1.9.1. Negotiation with Suppliers

Module 2. People and Talent Management

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

2.1.1. People Assessment
2.1.2. Talent Development
2.1.3. Social and Institutional Climate

2.2. Visibility in Clinical and Healthcare Management: Blogs and Networks

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

Module 3. Clinical Management

3.1. Patient Classification Systems 

3.1.1. Diagnosis-Related Groups (DRGs)
3.1.3. Patient Classification Systems
3.1.4. Essential Resources

3.2. Definitions and Regulation of Clinical Analysis Management

3.2.1. Definition of Clinical Governance
3.2.2. Evolution of Clinical Management in the National Health System
3.2.3. The Contract-Program and Clinical Management
3.2.4. Current Status and Controversies

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

3.3.1. Variability in Medical Practice
3.3.2. Scientific Evidence
3.3.3. Clinical Management
3.3.4. Processes, Procedures, Clinical Pathways and Clinical Management Units

3.4. Clinical Management Models and Units: Interhospital Units

3.4.1. What Can Be Considered in a Clinical Management Unit: Interhospital
3.4.2. Requirements of Interhospital Clinical Management Units
3.4.3. Importance of Leadership in Interhospital Clinical Management Units
3.4.4. Human Resources, Continuing Education, Research and Teaching
3.4.5. Patients and Companions. Humanization in Healthcare Assistance
3.4.6. Processes in Interhospital Clinical Management Units
3.4.7. The Indicators of these Interhospital Units
3.4.8. Management by Objectives and Improvement

3.5. Prudent Drug Prescription. Electronic Prescription

3.5.1. Good Prescribing Standards
3.5.2. Principles for Prudent Prescribing
3.5.3. Tools for Prudent Pharmacological Prescribing
3.5.4. Prescribing Quality Indicators

3.6. Prescription Complementary Tests

3.6.1. Management of Requests 
3.6.2. Prevention and Detection of Adverse Events Related to the Preparation and Administration of Medication
3.6.3. Benefits of a Request Manager 
3.6.4. Lean Method

Module 4. Planning and Control of Health Organizations

4.1. Stakeholders in the National Health System

4.1.1. Sustainability of the National Health System
4.1.2. Stakeholders in the Healthcare System
4.1.3. The Taxpayer
4.1.4. The Patient
4.1.5. The Professional
4.1.6. Purchasing Agency
4.1.7. The Buyer
4.1.8. The Manufacturing Institution
4.1.9. Conflicts and Interests

Module 5. The Medical and Healthcare Division in the Health System

5.1. Classical Medical Management vs. Care Management

5.1.1. Classic Medical Management 
5.1.2. Medical Healthcare Management

5.2. Management Information Systems and Electronic Medical Records

5.2.1. Control Panels
5.2.2. Electronic Medical Records
5.2.3. Assisted Prescription Systems
5.2.4. Other Useful Information Systems in Health Management 

5.3. Continuity of Care: Integration of Primary Care– Hospital Care and Social Healthcare 

5.3.1. The Need for Healthcare Integration 
5.3.2. Integrated Health Organizations. Initial Bases 
5.3.3. Starting an Integrated Health Organization

5.4. Bioethics and Humanization in Medical Practice

5.4.1. Current Status of Dehumanization in the Healthcare System
5.4.2. Quality Management
5.4.3. Humanizing Quality Management
5.4.4. Humanization Programs

5.5. Gestion Médicale et des Soins : relations avec la division des soins infirmiers

5.5.1. Management Role
5.5.2. Active Participation Management
5.5.3. Management Objectives
5.5.4. Regulation of the Relationship Between Medical Management and Executive Management
5.5.5. Professional Management Systems

5.6. Public Health, Health Promotion and Disease Prevention for Healthcare Directorates, Hospitals and Health Areas

5.6.1. What is Public Health
5.6.2. Health Promotion
5.6.3. Disease Prevention
5.6.4. Foreign or International Health
5.6.5. The Challenges of Public Health

5.7. Transformation of the Healthcare Model. The Triple Aim

5.7.1. Continuity of Healthcare Strategy
5.7.2. Social Health Strategy
5.7.3. Efficiency, Health and Patient Experience

Module 6. Quality Management

6.1. Quality in Healthcare

6.1.1. Quality Care
6.1.2. Health and Quality Activity Records

6.2. Quality of Healthcare Programs

6.2.1. Quality of Care

Module 7. Competency-Based Management

7.1. Performance Evaluation. Competency-Based Management

7.1.1. Definition of Competencies
7.1.2. Performance Evaluation Procedure Implementation
7.1.3. Functions
7.1.4. General and Specific Skills
7.1.5. Feedback from Professions for Improving their Performance and Self-Assessment
7.1.6. Training Itinerary Design for Skills Development
7.1.7. Intrinsic and Extrinsic Motivation to Improve Performance. Methods
7.1.8. Most Important Principles of Change

7.2. Methods and Techniques. Competency-Based Management

7.2.1. The Assessment Interview. Instructions for the Assessor
7.2.2. General Principles of Motivational Interviewing
7.2.3. Motivational Interview
7.2.4. Communication Strategies
7.2.5. Miller’s Pyramid

Module 8. Patient Safety

8.1. Patient Safety: Evolution over Time

8.1.1. Introduction and Definition Background and Current Situation
8.1.2. Unequivocal Patient Identification. Localization and Traceability Systems
8.1.3. Patients at Risk of Developing Pressure Ulcers (PUs)
8.1.4. Infection Risks Associated to Nursing Care Venous Access Care
8.1.5. Fall Risks. Fall Prevention and Monitoring in Hospitalized Patients

8.2. Nosocomial Infections 

8.2.1. Nosocomial Infections. Definition and Classification. 
8.2.2. Care for Nosocomial Infection
8.2.3. Hospital Infection Control and Surveillance Programs and Networks
8.2.4. Asepsis, Disinfection and Sterilization

8.3. Prévention des effets indésirables des soins de santé

8.3.1. Primary and Secondary Prevention. Types and Examples
8.3.2. Prevention and Detection of Adverse Events Related to the Preparation and Administration of Medication
8.3.3. Screening Programs: Breast Cancer Management
8.3.4. Screening Programs: Colon Cancer Management
8.3.5. Vaccination Program Management. Childhood Vaccination
8.3.6. Vaccination Program Management. Flu Vaccination
8.3.7. FMEA (Failure Mode and Effects Analysis). Root Cause Analysis

8.4. Notification and Registration System

8.4.1. Information and Record Systems
8.4.2. Adverse Event Reporting and Recording Systems

8.5. Secondary and Tertiary Victims 

8.5.1. Health Professionals in the Face of Adverse Effects
8.5.2. Recovery Trajectory and Emotional Support
8.5.3. Impact on Corporate Image

Module 9. Healthcare Quality Accreditation

9.1. Accreditation in Healthcare

9.1.1. Quality Management Systems: Accreditation, Certification and Excellence Models

9.2. Joint Commission International

9.2.1. History
9.2.2. The Joint Commision International

9.3. EFQM Model

9.3.1. Criteria in Models for Excellence
9.3.2. The Reder Logic Scheme
9.3.3. Update of the EFQM Excellence Model

9.4. ISO Accreditation

9.4.1. Rules Are Used as a Standard for Certification
9.4.2. Healthcare System Accreditation Status
9.4.3. Accreditation in Perspective: Main Theoretical-Practical Conflicts

Module 10. Management of Special and Hospitalization Services

10.1. Emergency Services Management

10.1.1. Processes of Emergency Services
10.1.2. Service Planning and Control
10.1.3. Human Resources
10.1.4. Teaching in the Emergency Department

10.2. UCI Management

10.2.1. Intensive Care Definition
10.2.2. ICU. Physical Structure
10.2.3. Human Resource Allocation
10.2.4. Material Resources: Technology and Equipment Monitoring
10.2.5. ICU Without Walls and Innovation Models
10.2.6. Safety Management in ICU. Zero Projects, Quality Indicators. Information Transfer
10.2.7. Humanization in ICUs

10.3. Surgical Unit Management 

10.3.1. The Surgical Unit. Physical Structure, Organization and Channels
10.3.2. Coordination of Operating Rooms. Surgical Performance and Operation Indicators Surgical Scheduling. Imrpoving Performance
10.3.3. Calculation of Human Resources in a Surgical Department
10.3.4. Material Resource Calculation: Surgical Block Sizing and Operation
10.3.5. Safety Management in a Surgical Department. Surgical Checklist. Surgical Hand Washing
10.3.6. Asepsis and Sterilization in Operating Rooms. Environmental Monitoring of the Operating Room

10.4. Management of Hospitalization Units

10.4.1. What are Hospitalization Units
10.4.2. Requirements of Hospitalization Units
10.4.3. Importance of Leadership in the Hospitalization Units
10.4.4. Human Resources, Continuing Education, Teaching and Research
10.4.5. Patients and Companions
10.4.6. Processes: Strategic, Operational and Structural
10.4.7. Hospitalization Unit Indicators
10.4.8. The Role of Primary Care and Other Healthcare Facilities 
10.4.9. Management by Objectives and Improvement

10.5. Other Units and Special Services 

10.5.1. Alternatives to Conventional Hospitalization: Day Hospital (DH)
10.5.2. Alternatives to Conventional Hospitalization: Day Hospital Units Integrated in Other Units
10.5.3. Alternatives to Conventional Hospitalization: Home Hospitalization
10.5.4. Alternatives to Conventional Hospitalization: Short Stay Units

Module 11. Management of Central Services

11.1. Admission and Clinical Documentation Service

11.1.1. Admissions and Clinical Documentation Services
11.1.2. Bed Management
11.1.3. Medical Record Archive
11.1.4. Digitization and Indexation
11.1.5. Metadata Definition 

11.2. Management of Radiodiagnostic Services

11.2.1. Radiology Service Definition
11.2.2. Structure and Organization of the Diagnostic Radiology Service
11.2.3. Radiological Information Systems (RIS)
11.2.4. Radiological Request Circuit
11.2.5. Patients’ Rights
11.2.6. Teleradiology

11.3. Laboratory Management

11.3.1. Pre-Analytical Phase 
11.3.2. The Analytical Phase
11.3.3. The Post-Analytical Phase
11.3.4. Point-Of-Care Testing (POCT)

11.4. Hospital and Primary Care Pharmacy Management 

11.4.1. Planning and Organization of Pharmacy Services: Physical Structure, Organization and Channels
11.4.2. Human and Material Resources. Different Competencies and Functions
11.4.3. Procurement Management and Pharmacotherapy Management Process
11.4.4. Hospital Dispensing Systems: Plant Stock, Unit Dose, Automated Systems
11.4.5. Sterile Medication Preparation Area: Hazardous and Non-Hazardous
11.4.6. Pharmaceutical Care to Outpatients and Ambulatory Patients
11.4.7. Primary Care Pharmacy and Healthcare Coordination in Pharmacotherapy

11.5. Hospitality, Complementary and Volunteer Services Management

11.5.1. Hospital Food 
11.5.2. Linen Service 
11.5.3. Hospital Volunteering

Module 12. Management of Transversal and Primary Services

12.1. Primary Healthcare

12.1.1. Primary Healthcare Resolution Capacity
12.1.2. Community Care: Health Programs 
12.1.3. Emergency and Continuous Care. PAC Model and Special Emergency Services Model

12.2. Complex-Chronic Patient Management

12.2.1. Chronicity Care Models
12.2.2. From the Strategy for Chronic Care to Chronic Patient Management
12.2.3. Chronicity and Social Healthcare

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

12.3.1. Patient Empowerment and Nursing Input
12.3.2. Peer Support
12.3.3. Self-Care and Self-Care Support
12.3.4. Health Education and Self-Management Education
12.3.5. Self-Management Programs. Characteristics
12.3.6. Self-Management Programs. International Experiences

Module 13. Management of Outpatients Services

13.1. Management of Outpatient Services: Day Hospitals and Outpatient Consultations

13.1.1. Organization and Operation of the Day Hospital
13.1.2. Oncohematologic Day Hospital Management
13.1.3. Organization and Management of Outpatient Clinics

13.2. Gestion des urgences extrahospitalières

13.2.1. Evolution over Time
13.2.2. Emergency Coordination Centers
13.2.3. Human Resources and Skills. Team Involved
13.2.4. Health Care Network Devices Coordination
13.2.5. Emergency Quality Indicators
13.2.6. Planning for Disasters. Managing a Disaster

13.3. Home Care: Models

13.3.1. Home Hospitalization Types and Concepts
13.3.2. Criteria for Patient Selection
13.3.3. Calculating and Managing Human and Material Resources
13.3.4. Palliative Care at Home. Techniques and Patient Selection
13.3.5. Family Support and Bereavement Management
13.3.6. Managing Primary Caregiver Overload. Family Claudication

13.4. Mental Health, Addictive Behavior and Social Work

13.4.1. Introduction to Mental Health 
13.4.2. Comprehensive Care
13.4.3. Diagnostic and Therapeutic Techniques and Procedures Common to All Devices
13.4.4. Transversality and Continuity of Care in the Healthcare Setting
13.4.5. Social Work

Module 14. Leadership Management

14.1. Team Leadership 

14.1.1. Concept of Leadership
14.1.2. Steps for Successful Leadership
14.1.3. Qualities of a Leader
14.1.4. Activities to Be Carried Out by the Leader
14.1.5. Seven Habits of Successful People and Leadership

14.2. Motivation

14.2.1. Intrinsic and Extrinsic Motivation 
14.2.2. Differences between Motivation and Satisfaction: Different Theories

14.3. Delegation

14.3.1. What is Delegation?
14.3.2. Ways of Assessing Delegation: Tasks
14.3.3. Non-Delegable Functions

14.4. Executive Coaching

14.4.1. Development

Module 15. Decision- Making and Time Management

15.1. Decision-Making 

15.1.1. Deciding as an Organizational Process
15.1.2. Decision Process Phases
15.1.3. Features of any Decision

15.2. The Decision Process. Techniques

15.2.1. Management Schools. History
15.2.2. The Framework of the Management and Decision-Making Function
15.2.3. Types of Decisions
15.2.4. Characteristics of a Good Decision
15.2.5. Key Points to Consider in Decision-Making
15.2.6. The Logical Reasoning Process
15.2.7. Decision Support Tools

15.3. Time, Stress and Happiness Management

15.3.1. Introduction to Stress in Managerial Positions
15.3.2. General Guidelines for Preventing and/or Reducing the Experience of Stress
15.3.3. Effective Time Management
15.3.4. Agenda Planning
15.3.5. Personal Time and Professional Time, in Search of Happiness

Module 16. Creating a Personal Brand

16.1. Public Profile

16.1.1. Presenting Ourselves to the World. Our Digital Footprint
16.1.2. Digital Reputation. Positive References
16.1.3. The Cover Letter in 2.0

16.2. The Job Interview to Apply for a Managerial Position

16.2.1. The Interview
16.2.2. Methods for a Successful Interview

Module 17. Internal Communication in Management

17.1. Communication

17.1.1. Conceptual Approach
17.1.2. Internal Communication in Health Organization. Do You Have a Plan?
17.1.3. How to Create Internal Communication Plan
17.1.4. Tools Evolution. From the Internal Circulation Note to the Corporate Social Network

17.2. Meetings

17.2.1. Conceptual Approach
17.2.2. Management Meetings and Time Management
17.2.3. Scheduled Team Meeting Architecture A Proposal
17.2.4. Keys to Successful Meeting Preparation
17.2.5. Meeting Management

17.3. Conflict Management

17.3.1. Conceptual Approach
17.3.2. Labor Disputes
17.3.3. The Change Main Source of Conflict with Management
17.3.4. Conflict Management in Health Teams

Module 18. Communication and Marketing in Health

18.1. Marketing and Social Media

18.1.1. Conceptual Approach
18.1.2. Health Services Marketing

18.2. Communication in Organizations

18.2.1. Conceptual Approach
18.2.2. What to Communicate in the Healthcare Organization
18.2.3. ICTs as a Key Communication Tool in Clinical Management

18.3. Relationships with Social Agent Users and Suppliers

18.3.1. Financing and Underwriting
18.3.2. Regulation Actors in the System 
18.3.3. Relationship Map, What do they Expect from Each Other

18.4. Corporate Social Responsibility. Good Healthcare Governance

18.4.1. Responsibility and Ethics in the Organizations
18.4.2. Principles and Commitments to Develop Social Responsibility in the National Health System
18.4.3. Good Healthcare Governance
18.4.4. Good Governance Practices

Module 19. Management of Teaching and Research. Research and Innovation: R&D&I in the Healthcare Sector

19.1. Research Methodology: Epidemiology and Research Study Designs and Biases

19.1.1. Epidemiology and Clinical Epidemiology
19.1.2. Main Study Designs in Clinical Research
19.1.3. Quality of the Studies: Reliability and Validity Biases

19.2. Sources of Information for Research and Sourcing Strategies Databases

19.2.1. Clinical Research Questions
19.2.2. Information Sources
19.2.3. Where and How to Search for Information
19.2.4. Searching
19.2.5. Databases

19.3. Critical Reading of Articles

19.3.1. Phases in Critical Reading
19.3.2. Tools for Critical Reading
19.3.3. Main Mistakes

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

19.4.1. Research Project Design
19.4.2. Funding in Research
19.4.3. Exploitation of Research Results

19.5. Communication and Diffusion of Research Findings

19.5.1. Research Reports
19.5.2. Choosing a Journal for Publication
19.5.3. Some Style Recommendations

Stop thinking about it and expand your talent into Clinical Management. With this training, you will achieve the improvements you desire in your career”