Do not miss the opportunity to expand your skills with the Masterclasses that the International Director, invited by TECH for this degree, puts at your disposal"

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

Innovation

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.  

The Highest Standards

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.

Talent

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. 

Multicultural Context

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.   

Learn with the best

In the classroom, TECH 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:   

Analysis

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

Academic Excellence

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.   

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 Harvard Business School case studies"  

The MBA in Purchasing Management is a tailor-made program that is taught 100% online so that you can choose the time and place that best suits your availability, schedule 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 professional success and is geared towards continually improving your specialization. 

The effort put in at an educational level will be rewarded in the professional sphere. You should, therefore, always seek to update your knowledge"

Syllabus

The MBA in Purchasing Management at TECH Global University is an intensive program that prepares students to face decisions in business communication. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.  

Throughout 2,700 hours of study, the student will analyze a multitude of practical cases through individual work, achieving a superior knowledge of the subject that they will be able to apply to their daily work. It is, therefore, an authentic immersion in real business situations.

This program deals in depth with different areas of the company and is designed to specialize managers who understand Purchasing management from a strategic and innovative perspective. 

A plan designed for students focused on their professional development, which prepares them for excellence in 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, who will provide the competencies to solve critical situations in a creative and efficient way.

This program takes place over 12 months and is divided into 14 modules: 

Module 1. Management and Leadership
Module 2. Logistics and Economic Management
Module 3. Market Research
Module 4. Purchasing and Procurement Function
Module 5. Strategic Purchasing Management
Module 6. Supplier Relationship Management
Module 7. Project and Quality Management for Buyers
Module 8. Socio-ecological Impact
Module 9. Global Sourcing
Module 10. Performance and Auditing
Module 11. Leadership, Ethics and Social Responsibility in Companies 
Module 12. People and Talent Management 
Module 13. Commercial and  Strategic Marketing Management 
Module 14. Executive  Management

Where, When and How is it Taught?

TECH offers the possibility of developing this MBA in Purchasing Management completely online. Throughout the 12 months of the educational program, the students will be able to access all the contents of this program at any time, allowing them to self-manage their study time.

Module 1. Management and Leadership

1.1. General Management 

1.1.1. Integrating Functional Strategies into the Global Business Strategies
1.1.2. Management Policy and Processes
1.1.3. Society and Enterprise

1.2. Strategic Management

1.2.1. Establishing the Strategic Position: Mission, Vision, and Values
1.2.2. Developing New Businesses
1.2.3. Growth and Consolidation of the Company

1.3. Competitive Strategy 

1.3.1. Market Analysis
1.3.2. Sustainable Competitive Advantage
1.3.3. Return on Investment

1.4. Corporate Strategy 

1.4.1. Driving Corporate Strategy
1.4.2. Pacing Corporate Strategy
1.4.3. Framing Corporate Strategy

1.5. Planning and Strategy 

1.5.1. The Relevance of Strategic Direction in the Management Control Process
1.5.2. Analysis of the Environment and the Organization
1.5.3. Lean Management

1.6. Talent Management

1.6.1. Managing Human Capital
1.6.2. Environment, Strategy, and Metrics
1.6.3. Innovation in People Management

1.7. Management and Leadership Development 

1.7.1. Leadership and Leadership Styles
1.7.2. Motivation
1.7.3. Emotional Intelligence
1.7.4. Efficient Meetings

1.8. Change Management

1.8.1. Performance Analysis
1.8.2. Leading Change. Resistance to Change
1.8.3. Managing Change Processes
1.8.4. Managing Multicultural Teams

1.9. Negotiation

1.9.1. Intercultural Negotiation
1.9.2. Negotiation Focuses
1.9.3. Effective Negotiation Techniques
1.9.4. Restructuring

Module 2. Logistics and Economic Management

2.1. Financial Diagnosis

2.1.1. Indicators for Analyzing Financial Statements
2.1.2. Profitability Analysis
2.1.3. Economic and Financial Profitability of a Company

2.2. Economic Analysis of Decisions

2.2.1. Budget Control
2.2.2. Competitive Analysis. Comparative Analysis
2.2.3. Decision-Making. Business Investment or Divestment

2.3. Investment Valuation and Portfolio Management 

2.3.1. Profitability of Investment Projects and Value Creation
2.3.2. Models for Evaluating Investment Projects
2.3.3. Sensitivity Analysis, Scenario Development, and Decision Trees

2.4. Financial Management for Purchasing Management

2.4.1. Multiplier Effect of Purchases on Profits
2.4.2. Profitability and Cost Reduction
2.4.3. Opportunity Cost of Assets

2.5. Economic Control of Purchases

2.5.1. KPI, Key Purchasing Management Indicators
2.5.2. Impact on Total Costs of Proper KPI Management
2.5.3. Economic and Purchasing Control Scorecard

2.6. Warehouse, Stock and Logistics Management

2.6.1. Purchasing Logistics Management
2.6.2. Stock Management
2.6.3. Warehouse Management

2.7. Supply Chain Management

2.7.1. Costs and Efficiency of the Operations Chain
2.7.2. Change in Demand Patterns
2.7.3. Change in Operations Strategy

2.8. Logistical Processes

2.8.1. Organization and Management by Processes. 
2.8.2. Procurement, Production, Distribution 
2.8.3. Quality, Quality Costs, and Tools
2.8.4. After-Sales Service

2.9. Logistics and Customers

2.9.1. Demand Analysis and Forecasting
2.9.2. Sales Forecasting and Planning
2.9.3. Collaborative Planning Forecasting and Replacement

2.10. International Logistics

2.10.1. Customs, Export and Import processes
2.10.2. Methods and Means of International Payment
2.10.3. International Logistics Platforms

Module 3. Market Research

3.1. New Competitive Environment

3.1.1. Technological Innovation and Economic Impact
3.1.2. Knowledge Society
3.1.3. The New Consumer Profile

3.2. Quantitative Research Methods and Techniques

3.2.1. Variables and Measurement Scales
3.2.2. Information Sources
3.2.3. Sampling Techniques
3.2.4. The Treatment and Analysis of Data

3.3. Qualitative Research Methods and Techniques

3.3.1. Direct Techniques: Focus Group
3.3.2. Anthropological Techniques
3.3.3. Indirect Techniques
3.3.4. The Two Face Mirror and The Delphi Method

3.4. Market Segmentation

3.4.1. Market Typologies
3.4.2. Concept and Analysis of the Demand
3.4.3. Segmentation and Criteria
3.4.4. Defining the Target Audience

3.5. Types of Buying Behavior

3.5.1. Complex Behavior
3.5.2. Dissonance Reducing Behavior
3.5.3. Variety Seeking Behavior
3.5.4. Habitual Purchasing Behavior

3.6. Marketing Information Systems

3.6.1. Conceptual Approaches to Marketing Information Systems
3.6.2. Data Warehouse and Datamining
3.6.3. Geographical Information Systems

3.7. Research Project Management

3.7.1. Information Analysis Tools
3.7.2. Developing an Expectation Management Plan
3.7.3. Assessing the Feasibility of Projects

3.8. Marketing Intelligence

3.8.1. Big Data
3.8.2. User Experience
3.8.3. Applying Techniques

Module 4. Purchasing and Procurement Function

4.1. Purchasing and Value Chain

4.1.1. Mission, Objective and Structure of the Purchasing and Procurement Department
4.1.2. Main Components of the Purchasing Department
4.1.3. Purchasing and Logistic Flow of the Company
4.1.4. Indicator Management, Scorecard

4.2. Purchasing Strategy Development 

4.2.1. Purchase Conditions
4.2.2. Management of Receipts, Orders and Delivery Notes
4.2.3. Incident and Inventory Management

4.3. Price, Cost and Purchase Value Analysis 

4.3.1. Category Management
4.3.2. RFP and RFQ Systems
4.3.3. International Pricing Index
4.3.4. Dynamic Pricing

4.4. Purchasing Risk Management

4.4.1. Nature of the Risk
4.4.2. Risks in the Supply Market
4.4.3. Insurance
4.4.4. Price Risks, Volatility

4.5. E-Procurement

4.5.1. E-Business and E-Sourcing
4.5.2. Auctions and Reverse Auctions
4.5.3. Application Costs and Most Commonly Used Systems
4.5.4. E-Purchasing

4.6. Purchasing in Different Industries and Sectors

4.6.1. Purchase of Services
4.6.2. Purchase of Equipment
4.6.3. Purchase of Merchandising, Marketing and Advertising
4.6.4. IT, Transportation and Other Sectors
4.6.5. Procurement in the Public Sector

Module 5. Strategic Purchasing Management

5.1. Strategic Purchasing Management

5.1.1. New Challenges in Purchasing, Sourcing and Procurement Management
5.1.2. Purchasing Function in Companies and in the Supply Chain
5.1.3. Purchasing Function as a Resource Provider

5.2. Lean Management in Purchasing Processes

5.2.1. Lean Buying
5.2.2. Outsourcing in the SCM
5.2.3. Lean Supplying

5.3. Purchasing Strategy Design

5.3.1. Externalization
5.3.2. Process Outsourcing
5.3.3. Globalization
5.3.4. Relocation

5.4. Outsourcing-Insourcing

5.4.1. Purchasing Models and Processes
5.4.2. Segmentation Models
5.4.3. Role of e-Procurement

5.5. Strategic Sourcing

5.5.1. Supplier Selection and Strategy
5.5.2. Value Generation from Strategic Sourcing
5.5.3. Logistic Operators in Procurement

5.6. Warehouse Design and Management

5.6.1. Advanced Warehouse Design
5.6.2. Picking and Sorting
5.6.3. Material Flow Control

5.7. Lean Warehouse

5.7.1. The Fundamentals of Lean Warehousing
5.7.2. Inventory Management Systems
5.7.3. Radio Frequency in Warehouse Design

5.8. Transportation and Distribution Management

5.8.1. Coordination Between Transport and Warehousing
5.8.2. Logistics Activity Zones (LAZ)

5.9. Internal Logistics

5.9.1. Calculation of Requirements
5.9.2. Typology of Warehouses in a JIT System
5.9.3. DOUKI SEISAN Supplies
5.9.4. Lean Materials Handling

Module 6. Supplier Relationship Management

6.1. Supplier Search Planning

6.1.1. Bidding Process and Criteria Development
6.1.2. Identifying Potential Suppliers
6.1.3. Supplier Selection

6.2.Supplier Selection Criteria

6.2.1. Economic Criteria
6.2.2. Quality Criteria
6.2.3. OtherCriteria

6.3. Supplier Relationship Management

6.3.1. Ethics in Relations
6.3.2. Recruitment Planning
6.3.3. Acquisition of Services

6.4. Integrating Suppliers in the Value Chain

6.4.1. Phases in the Process of Integration
6.4.2. Risks and Control Parameters
6.4.3. Monitoring
6.4.4. Integration Breakdown

6.5. Contract Management and Administration

6.5.1. Negotiation and Implementation
6.5.2. Results Monitoring and Control
6.5.3. Contract Closure

Module 7. Project and Quality Management for Buyers

7.1. Lean Management

7.1.1. The Basic Principles of Lean Management
7.1.2. Improvement and Problem-Solving Groups
7.1.3. New Forms of Maintenance and Quality Management

7.2. Lean Tools for Project Management

7.2.1. Quality Improvement Tools
7.2.2. Cost Improvement Tools
7.2.3. Deadline Improvement Tools
7.2.4. Tools for Improving Personnel Involvement

7.3. Practical Application of Lean Management: Basic Principles and Rules

7.3.1. Identification of Waste in Purchasing and Procurement
7.3.2. Practical Application of the 4Lean Rules
7.3.3. Univocal Definition of Subprocesses by Means of SIPOC

7.4. Lean Six Sigma in Purchasing Processes

7.4.1. Maximize Value through the DMAIC Improvement Approach
7.4.2. Diagnosis of Process Capability and Improvement Potential
7.4.3. Use of Process and Result Metrics in Procurement

7.5. Project Quality Management

7.5.1. Project Planning Based on Requirements and Specifications
7.5.2. Customer Requirements and Competitive Evaluation
7.5.3. Objectives, Relationships and Correlations
7.5.4. Modal Analysis of Failures and Effects

7.6. Total Quality Management and Advanced Project Management

7.6.1. Total Quality Management
7.6.2. Six Sigma as a Global Business Management System
7.6.3. EFQM Model

7.7. Map of the Value Chain in Purchasing Processes

7.7.1. Identification of Specific Improvement Objectives
7.7.2. Adjustment and Balancing of Processes to Reduce Non-value Time and Optimize Resources

Module 8. Socio-Ecological Impact

8.1. Corporate Social Responsibility

8.1.1. Strategic Vision and Corporate Social Responsibility
8.1.2. Systems and Models for Implementing CSR
8.1.3. Organization of CSR
8.1.4. Roles and Responsibilities

8.2. SCM and Corporate Responsibility 

8.2.1. Value Creation in an Economy of Intangibles
8.2.2. CSR: Corporate Commitment
8.2.3. Social, Environmental, and Economic Impact

8.3. Responsible Finance and Investment

8.3.1. Transparency in Information
8.3.2. Finance and Responsible Investment
8.3.3. Social Economy, Cooperativity and Corporate Social Responsibility

8.4. Business and Environment

8.4.1. Sustainable Development
8.4.2. Response of Companies to Environmental Problems
8.4.3. Waste and Emissions

8.5. Responsible Management Systems and Tools

8.5.1. Social Responsibility Management Systems
8.5.2. Quality Management Systems, the Environment and Occupational Health and Safety
8.5.3. Audits

Module 9. Global Sourcing

9.1. Global Economic Environment 

9.1.1. The Fundamentals of the Global Economy
9.1.2. The Globalization of Companies and Financial Markets
9.1.3. Growth and Development in Emerging Markets
9.1.4. International Monetary System

9.2. Adaptation of Purchasing to Global Sourcing

9.2.1. Purchasing Structure
9.2.2. The Need for New Skills
9.2.3. Intermediaries

9.3. Import Management

9.3.1. Customs, Export and Import Processes
9.3.2. International Commerce Institutions and Agreements
9.3.3. Plant Management and International Purchasing

9.4. International Logistics Distribution 

9.4.1. International Logistics Platforms
9.4.2. International Transport Operator
9.4.3. Hubs and Distribution

9.5. Incoterms and International Document Management 

9.5.1. Exportation or Implantation
9.5.2. Agency, Distribution and International Sales and Purchase Agreements
9.5.3. Industrial and Intellectual Property
9.5.4. Taxes and Tariffs Classification

9.6. Methods and Means of International Payment

9.6.1. Payment Method Selection
9.6.2. Documentary Credit
9.6.3. Bank Guarantee and Documentary Credit

9.7. International Lean Logistics

9.7.1. Lean Basis with Application in International Logistics
9.7.2. Main Implications and Requirements
9.7.3. Other Methodologies to Improve the Process

Module 10. Performance and Auditing

10.1. General Aspects of Business Management Indicators

10.1.1. Functions of Management Indicators
10.1.2. Indicator Panel and Balance Score Card
10.1.3. Logistics Indicators

10.2. Starting Material Purchase Indicators 

10.2.1. Efficiency Indicators
10.2.2. Economic Indicators
10.2.3. Internal Customer Relations Indicators
10.2.4. Procurement Effectiveness Indicators
10.2.5. Procurement Efficiency Indicators
10.2.6. Purchasing Objectives

10.3. Service Purchasing Indicators

10.3.1. Economic Indicators
10.3.2. Procurement Effectiveness Indicators
10.3.3. Efficiency Indicators
10.3.4. Relationship Indicators
10.3.5. Indicators of Relationship with our Internal Customers

10.4. Other Indicators 

10.4.1. Performance Indicators
10.4.2. Purchasing Team Productivity Indicators

10.5. Purchasing Audit

10.5.1. Audit Objectives
10.5.2. Scope of the Audit in Terms of Purchase Control
10.5.3. Internal Audits, Training, and Contractor Policies and Procedures

10.6. Benchmarking in Purchasing Management

10.6.1. Types of Benchmarking
10.6.2. Benchmark the Market
10.6.3. Benefits and Advantages of the Application of Benchmarking in a Purchasing Department
10.6.4. Benchmarking Measurement

Module 11. Leadership, Ethics and Social Responsibility in Companies 

11.1. Globalization and Governance

11.1.1. Governance and Corporate Governance
11.1.2. The Fundamentals of Corporate Governance in Companies 
11.1.3. The Role of the Board of Directors inthe Corporate Governance Framework

11.2. Leadership

11.2.1. Leadership A Conceptual Approach
11.2.2. Leadership in Companies
11.2.3. The Importance of Leaders in Business Management

11.3. Cross Cultural Management

11.3.1. Cross Cultural Management Concept 
11.3.2. Contributions to Knowledge of National Cultures
11.3.3. Diversity Management

12.4. Business Ethics

12.4.1. Ethics and Morality 
12.4.2. Business Ethics
12.4.3. Leadership and Ethics in Companies

11.5. Sustainability

11.5.1. Sustainability and Sustainable Development
11.5.2. The 2030 Agenda
11.5.3. Sustainable Companies

11.6. Corporate Social Responsibility

11.6.1. International Dimensions of Corporate Social Responsibility
11.6.2. Implementing Corporate Social Responsibility
11.6.3. The Impact and Measurement of Corporate Social Responsibility

11.7. Responsible Management Systems and Tools

11.7.1. CSR: Corporate Social Responsibility
11.7.2. Essential Aspects for Implementing a Responsible Management Strategy
11.7.3. Steps to Implement a Corporate Social Responsibility Management System International Trade Fairs
11.7.4. CSR Tools and Standards

11.8. Multinationals and Human Rights

11.8.1. Globalization, Multinational Companies and Human Rights
11.8.2. Multinational Companies vs.International Law
11.8.3. Legal Instruments for Multinationals in the Area of Human Rights

11.9. Legal Environment and Corporate Governance 

11.9.1. International Rules on Importation and Exportation
11.9.2. Intellectual and Industrial Property
11.9.3. International Labor Law

Module 12. People and Talent Management

12.1. Strategic People Management 

12.1.1. Strategic Management and Human Resources 
12.1.2. Strategic People Management 

12.2. Human Resources Management by Competencies

12.2.1. Analysis of the Potential
12.2.2. Remuneration Policy 
12.2.3. Career/Succession Planning 

12.3 Performance Evaluation and Compliance Management 

12.3.1. Performance Management 
12.3.2. Performance Management: Objectives and Process 

12.4. Innovation in Talent and People Management 

12.4.1. Strategic Talent Management Models 
12.4.2. Identification, Training and Development of Talent 
12.4.3. Loyalty and Retention 
12.4.4. Proactivity and Innovation 

12.5. Motivation 

12.5.1. The Nature of Motivation 
12.5.2. Expectations Theory 
12.5.3. Needs Theory 
12.5.4. Motivation and Financial Compensation 

12.6. Developing High Performance Teams 

12.6.1. High Performance Teams: Self-Managed Teams 
12.6.2. Methodologies for the Management of High Performance Self-Managed Teams 

12.7. Executive Communication 

12.7.1. Internal and External Communication in the Corporate Environment 
12.7.2. Communication Departments 
12.7.3. The Person in Charge of Communicationof the Company The Profile of the Dircom 

12.8. Productivity, Attraction, Retention and Activation of Talent 

12.8.1. Productivity 
12.8.2. Talent Attraction and Retention Levers

Module 13. Commercial Management, Strategic Marketing and Corporate Communication

13.1. Commercial Management 

13.1.1. Conceptual Framework of Commercial Management 
13.1.2. Business Strategy and Planning 
13.1.3. The Role of Sales Managers 

13.2. Marketing 

13.2.1. The Concept of Marketing 
13.2.2. The Basic Elements of Marketing 
13.2.3. Marketing Activities in Companies 

13.3. Strategic Marketing Management 

13.3.1. The Concept of Strategic Marketing 
13.3.2. Concept of Strategic Marketing Planning 
13.3.3. Stages in the Process of Strategic Marketing Planning 

13.4. Digital Marketing and E-Commerce 

13.4.1. Digital Marketing and E-commerce Objectives 
13.4.2. Digital Marketing and Media Used 
13.4.3. E-Commerce General Context 
13.4.4. Categories of E-commerce 
13.4.5. Advantages and Disadvantages of E-commerce Versus Traditional Commerce 

13.5. Digital Marketing to Reinforce the Brand 

13.5.1. Online Strategies to Improve Your Brand's Reputation 
13.5.2. Branded Content and Storytelling 

13.6. Digital Marketing to Attract and Customer Loyalty 

13.6.1. Loyalty and Engagement Strategies Through the Internet 
13.6.2. Visitor Relationship Management 
13.6.3. Hypersegmentation 

13.7. Managing Digital Campaigns 

13.7.1. What is a Digital Advertising Campaign? 
13.7.2. Steps to Launch an Online Marketing Campaign 
13.7.3.Mistakes in Digital Advertising Campaigns 

13.8. Sales Strategy 

13.8.1. Sales Strategy 
13.8.2. Sales Methods 

13.9. Corporate Communication 

13.9.1. Concept 
13.9.2. The Importance of Communication in the Organization 
13.9.3. Type of Communication in the Organization 
13.9.4. Functions of Communication in the Organization 
13.9.5. Elements of Communication 
13.9.6. Communication Problems 
13.9.7. Communication Scenarios 

13.10. Digital Communication and Reputation 

13.10.1. Online Reputation 
13.10.2. How to Measure Digital Reputation? 
13.10.3. Online Reputation Tools 
13.10.4. Online Reputation Report 
13.10.5. Online Branding

Module 14. Executive Management

14.1. Manager Functions: Organizational Culture and Approaches 

14.1.1. Manager Functions: Organizational Culture and Approaches 

14.2. Operations Management 

14.2.1. The Importance of Management 
14.2.2. Value Chain 
14.2.3. Quality Management 

14.3. Public Speaking and Spokesperson Education 

14.3.1. Interpersonal Communication 
14.3.2. Communication Skills and Influence 
14.3.3. Communication Barriers 

14.4. Personal and OrganizationalCommunications Tools 

14.4.1. Interpersonal Communication 
14.4.2. Interpersonal Communication Tools 
14.4.3. Communication in the Organization 
14.4.4. Tools in the Organization 

14.5. Communication in Crisis Situations 

14.5.1. Crisis 
14.5.2. Phases of the Crisis 
14.5.3. Messages: Contents and Moments 

14.6. Preparation of a Crisis Plan 

14.6.1. Analysis of Possible Problems 
14.6.2. Planning 
14.6.3. Adequacy of Personnel 

14.7. Emotional Intelligence 

14.7.1. Emotional Intelligence and Communication 
14.7.2. Assertiveness, Empathy, and Active Listening 
14.7.3. Self-Esteem and Emotional Communication 

14.8. Personal Branding 

14.8.1. Strategies to Develop Personal Branding 
14.8.2. Personal Branding Laws 
14.8.3. Tools for Creating Personal Brands

14.9. Leadership and Team Management 

14.9.1. Leadership and Leadership Styles 
14.9.2. Leader Capabilities and Challenges 
14.9.3. Managing Change Processes 
14.9.4. Managing Multicultural Teams

The teaching materials of this program, elaborated by these specialists, have contents that are completely applicable to your professional experiences"