A comprehensive and 100% online program, exclusive to TECH, with an international perspective backed by our membership in the Business Graduates Association”

Efficient management of hospitals and health services is a determining factor in ensuring quality care in any healthcare system. In this scenario, nursing staff has begun to play a key role not only in clinical care but also in the strategic management of institutions. The growing complexity of the hospital environment, combined with new challenges related to sustainability, quality, and efficiency, requires professionals in this field to expand their skills into organizational, leadership, and planning functions.

To meet this demand, TECH has designed this comprehensive Advanced master’s degree MBA in Senior Management of Hospitals and Health Services for Nursing. Through a rigorous academic journey, the program will delve into the main areas of hospital administration, including human and material resource management, strategic planning, clinical leadership, and the design and evaluation of healthcare policies. Additionally, key aspects such as ethics in management, health economics, and quality of care will be explored, enabling graduates to understand and lead complex environments with a comprehensive approach.

Moreover, this program will be offered in a 100% online format, allowing students to balance learning with clinical practice or personal obligations. The program will also implement the Relearning methodology, based on the continuous review of key concepts through multimedia teaching resources. As an addition, TECH will provide access to 10 rigorous Masterclasses delivered by a prestigious International Guest Director.

Furthermore, thanks to TECH's membership in the Business Graduates Association (BGA), students will have access to exclusive and up-to-date resources that will strengthen their continuous learning and professional development, as well as discounts on professional events that will facilitate networking with industry experts. Additionally, they will be able to expand their professional network by connecting with specialists from different regions, fostering the exchange of knowledge and new job opportunities.

You will benefit from exclusive Masterclasses delivered by an international figure, which will connect you with new perspectives and trends that are leading advancements in your sector” 

This Advanced master’s degree MBA in Senior Management of Hospitals and Health Services for Nursing contains the most complete and up-to-date scientific program on the market. The most important features include:

• The development of practical cases presented by experts in Hospital and Health Services Management for Nursing
• 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
• Special focus on innovative methodologies in Hospital and Health Services Management for Nursing
• 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 solidify your theoretical knowledge in hospital management and health services with a wide variety of practical resources”

The faculty includes professionals from the field of Hospital and Health Services Management for Nursing, who bring their work experience to this program, along with renowned specialists from leading societies 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 have access to the most advanced teaching methodology, ensuring effective training through innovative multimedia tools”

You will receive instruction 100% online, allowing you to organize your time and learn from anywhere in the world with the most up-to-date content in healthcare management”

The academic content of this Advanced master’s degree has been designed by a multidisciplinary team of experts in healthcare management. As such, this syllabus will address the main areas of hospital management, including leadership, strategic management, operational planning, and optimization of human and financial resources. In this way, graduates will acquire practical and up-to-date competencies that will allow them to implement innovative solutions and lead initiatives that improve the quality and sustainability of healthcare services. 

You will lead teams and transform healthcare institutions, ensuring excellent care and organizational success”

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance

1.1.1. Globalization and Trends: Market Internationalization
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability

1.2. Leadership

1.2.1. Intercultural Environment
1.2.2. Leadership and Business Management
1.2.3. Management Roles and Responsibilities

1.3. Business Ethics

1.3.1. Ethics and Integrity
1.3.2. Ethical Behavior in Companies
1.3.3. Deontology, Codes of Ethics and Codes of Conduct
1.3.4. Fraud and Corruption Prevention

1.4. Sustainability

1.4.1. Business and Sustainable Development
1.4.2. Social, Environmental, and Economic Impact
1.4.3. The 2030 Agenda and the SDGs

1.5. Corporate Social Responsibility

1.5.1. Corporate Social Responsibility
1.5.2. Roles and Responsibilities
1.5.3. Implementing Corporate Social Responsibility

Module 2. Strategic Management and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organizational Analysis
2.1.3. Designing the Organizational Structure

2.2. Corporate Strategy

2.2.1. Corporate-Level Strategy
2.2.2. Types of Corporate-Level Strategies
2.2.3. Determining the Corporate Strategy
2.2.4. Corporate Strategy and Reputational Image

2.3. Strategic Planning and Strategy Formulation

2.3.1. Strategic Thinking
2.3.2. Strategic Planning and Formulation
2.3.3. Sustainability and Corporate Strategy

2.4. Strategy Models and Patterns

2.4.1. Wealth, Value, and Return on Investments
2.4.2. Corporate Strategy: Methods
2.4.3. Growing and Consolidating the Corporate Strategy

2.5. Strategic Management

2.5.1. Strategic Mission, Vision, and Values
2.5.2. The Balanced Scorecard
2.5.3. Analyzing, Monitoring, and Evaluating the Corporate Strategy
2.5.4. Strategic Management and Reporting

2.6. Implementing and Executing Strategy

2.6.1. Implementing the Strategy: Objectives, Actions, and Impacts
2.6.2. Supervision and Strategic Alignment
2.6.3. Continuous Improvement Approach

2.7. Executive Management

2.7.1. Integrating Functional Strategies into the Global Business Strategies
2.7.2. Management Policy and Processes
2.7.3. Knowledge Management

2.8. Analyzing and Solving Cases/Problems

2.8.1. Problem Solving Methodology
2.8.2. Case Method
2.8.3. Positioning and Decision Making

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Theory
3.1.2. Key Factors for Change in Organizations
3.1.3. Corporate Strategies, Types, and Knowledge Management

3.2. Strategic People Management

3.2.1. Job Design, Recruitment, and Selection
3.2.2. Human Resources Strategic Plan: Design and Implementation
3.2.3. Job Analysis: Design and Selection of People
3.2.4. Training and Professional Development

3.3. Management and Leadership Development

3.3.1. Management Skills: 21st Century Skills and Abilities
3.3.2. Non-Managerial Skills
3.3.3. Map of Skills and Abilities
3.3.4. Leadership and People Management

3.4. Change Management

3.4.1. Performance Analysis
3.4.2. Strategic Approach
3.4.3. Change Management: Key Factors, Process Design and Management
3.4.4. Continuous Improvement Approach

3.5. Negotiation and Conflict Management

3.5.1. Negotiation Objectives: Differentiating Elements
3.5.2. Effective Negotiation Techniques
3.5.3. Conflicts: Factors and Types
3.5.4. Efficient Conflict Management: Negotiation and Communication

3.6. Executive Communication

3.6.1. Performance Analysis
3.6.2. Leading Change. Resistance to Change
3.6.3. Managing Change Processes
3.6.4. Managing Multicultural Teams

3.7. Team Management and People Performance

3.7.1. Multicultural and Multidisciplinary Environment
3.7.2. Team and People Management
3.7.3. Coaching and People Performance
3.7.4. Executive Meetings: Planning and Time Management

3.8. Knowledge and Talent Management

3.8.1. Identifying Knowledge and Talent in Organizations
3.8.2. Corporate Knowledge and Talent Management Models
3.8.3. Creativity and Innovation

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Organizational Theory
4.1.2. Key Factors for Change in Organizations
4.1.3. Corporate Strategies, Types, and Knowledge Management

4.2. Executive Accounting

4.2.1. International Accounting Framework 
4.2.2. Introduction to the Accounting Cycle 
4.2.3. Company Financial Statements 
4.2.4. Analysis of Financial Statements: Decision-Making 

4.3. Budget and Management Control

4.3.1. Budgetary Planning
4.3.2. Management Control: Design and Objectives
4.3.3. Supervision and Reporting

4.4. Corporate Control Systems

4.4.1. Types of Control
4.4.2. Regulatory Compliance
4.4.3. Internal Auditing
4.4.4. External Auditing

4.5. Financial Management

4.5.1. Introduction to Financial Management
4.5.2. Financial Management and Corporate Strategy
4.5.3. Chief Financial Officer (CFO): Managerial Skills

4.6. Financial Planning

4.6.1. Business Models and Financing Needs
4.6.2. Financial Analysis Tools
4.6.3. Short-Term Financial Planning
4.6.4. Long-Term Financial Planning

4.7. Corporate Financial Strategy

4.7.1. Corporate Financial Investments
4.7.2. Strategic Growth: Types

4.8. Macroeconomic Context

4.8.1. Macroeconomic Analysis
4.8.2. Economic Indicators
4.8.3. Economic Cycle

4.9. Strategic Financing

4.9.1. Banking Business: Current Environment
4.9.2. Risk Analysis and Management

4.10. Money and Capital Markets

4.101. Fixed Income Market
4.10.2. Equity Market
4.10.3. Company Valuation

4.11. Analyzing and Solving Cases/Problems

4.11.1. Problem Solving Methodology
4.11.2. Case Method

Module 5. Operations and Logistics Management

5.1. Operations Management

5.1.1. Define the Operations Strategy
5.1.2. Supply Chain Planning and Control
5.1.3. Indicator Systems

5.2. Purchasing Management

5.2.1. Stock Management
5.2.2. Warehouse Management
5.2.3. Purchasing and Procurement Management

5.3. Supply Chain Management (1)

5.3.1. Costs and Efficiency of the Operations Chain
5.3.2. Change in Demand Patterns
5.3.3. Change in Operations Strategy

5.4. Supply Chain Management (2). Implementation

5.4.1. Lean Manufacturing/Lean Thinking
5.4.2. Logistics Management
5.4.3. Purchasing

5.5. Logistical Processes

5.5.1. Organization and Management by Processes
5.5.2. Procurement, Production, Distribution
5.5.3. Quality, Quality Costs and Tools
5.5.4. After-Sales Service

5.6. Logistics and Customers

5.6.1. Demand Analysis and Forecasting
5.6.2. Sales Forecasting and Planning
5.6.3. Collaborative Planning, Forecasting, and Replacement

5.7. International Logistics

5.7.1. Customs, Export and Import Processes
5.7.2. Methods and Means of International Payment
5.7.3. International Logistics Platforms

5.8. Competing through Operations

5.8.1. Innovation in Operations as a Competitive Advantage in the Company
5.8.2. Emerging Technologies and Sciences
5.8.3. Information Systems in Operations

Module 6. Information Systems Management

6.1. Information Systems Management

6.1.1. Business Information Systems
6.1.2. Strategic Decisions
6.1.3. The Role of the CIO

6.2. Information Technology and Business Strategy

6.2.1. Company and Industry Sector Analysis
6.2.2. Online Business Models
6.2.3. The Value of IT in a Company

6.3. IS Strategic Planning

6.3.1. The Process of Strategic Planning
6.3.2. Formulating the IS Strategy
6.3.3. Strategy Implementation Plan

6.4. Information Systems and Business Intelligence

6.4.1. CRM and Business Intelligence
6.4.2. Business Intelligence Project Management
6.4.3. Business Intelligence Architecture

6.5. New ICT-Based Business Models

6.5.1. Technology-Based Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning the Value Chain Processes

6.6. E-Commerce

6.6.1. E-Commerce Strategic Plan
6.6.2. Logistics Management and Customer Service in E-Commerce
6.6.3. E-Commerce as an Opportunity for Internationalization

6.7. E-Business Strategies

6.7.1. Social Media Strategies 
6.7.2. Optimizing Service Channels and Customer Support 
6.7.3. Digital Regulation 

6.8. Digital Business

6.8.1. Mobile E-Commerce
6.8.2. Design and Usability
6.8.3. E-Commerce Operations

Module 7. Commercial Management, Marketing, and Corporate Communication

7.1. Commercial Management

7.1.1. Sales Management
7.1.2. Commercial Strategy
7.1.3. Sales and Negotiation Techniques
7.1.4. Management of Sales Teams

7.2. Marketing

7.2.1. Marketing and the Impact on the Company
7.2.2. Basic Marketing Variables
7.2.3. Marketing Plan

7.3. Strategic Marketing Management

7.3.1. Sources of Innovation
7.3.2. Current Trends in Marketing
7.3.3. Marketing Tools 
7.3.4. Marketing Strategy and Communication with Customers 

7.4. Digital Marketing Strategy

7.4.1. Approach to Digital Marketing
7.4.2. Digital Marketing Tools 
7.4.3. Inbound Marketing and the Evolution of Digital Marketing 

7.5. Sales and Communication Strategy

7.5.1. Positioning and Promotion
7.5.2. Public Relations
7.5.3. Sales and Communication Strategy

7.6. Corporate Communication

7.6.1. Internal and External Communication
7.6.2. Communication Departments
7.6.3. Communication Executives (DIRCOM): Managerial Competencies and Responsibilities

7.7. Corporate Communication Strategy

7.7.1. Corporate Communication Strategy
7.7.2. Communication Plan
7.7.3. Press Release/Clipping/Publicity Writing

Module 8. Innovation and Project Management

8.1. Innovation

8.1.1. Macro Concept of Innovation
8.1.2. Types of Innovation
8.1.3. Continuous and Discontinuous Innovation
8.1.4. Training and Innovation

8.2. Innovation Strategy

8.2.1. Innovation and Corporate Strategy
8.2.2. Global Innovation Project: Design and Management
8.2.3. Innovation Workshops

8.3. Business Model Design and Validation

8.3.1. The Lean Startup Methodology
8.3.2. Innovative Business Initiative: Stages
8.3.3. Financing Arrangements
8.3.4. Model Tools: Empathy Map, Canvas Model, and Metrics
8.3.5. Growth and Loyalty

8.4. Project Management

8.4.1. Innovation Opportunities
8.4.2. Feasibility Study and Proposal Specification
8.4.3. Project Definition and Design
8.4.4. Project Execution
8.4.5. Project Closure

Module 9. Planning and Control of Health Organizations

9.1. The Process of Strategic Planning

9.1.1. Mission, Vision and Values
9.1.2. The Cycle of Strategic Planning. Strategic Plan and Strategic Lines
9.1.3. Planning and Continuous Quality Improvement. Advantages of Planning
9.1.4. Internal and Competitive Analysis of the Environment. Benchmarking

9.2. Management by Values and Objectives

9.2.1. Operative Planning. Obtaining Objectives from Strategic Lines of Action
9.2.2. Types of Objectives. Goals
9.2.3. Management by Values and Objectives: Management Plans
9.2.4. Assessment of the Strategic and Operational Plan

9.3. Organizational Theory Applied to Healthcare

9.3.1. Types of Organization
9.3.2. Organizational Behavior. Studies
9.3.3. Characteristics of the Public Organization
9.3.4. New Organizational Models. Fluid and Matrix Organizations

9.4. Management and Directing

9.4.1. The Management Process
9.4.2. Collegiate Management Bodies
9.4.3. Management Styles

9.5. Future Organization

Module 10. Health Systems and Policies

10.1. Health Systems

10.1.1. Main Health System Models. Comparison and Results
10.1.2. Beverige SMS Health Systems  Model: Example
10.1.3. Health Systems Biskmark Assurance Model: Examples
10.1.4. Evolution of the Different Health Systems

10.2. Evolution and Other Aspects of Health Systems

10.2.1. Complexity and Chronicity Care
10.2.2. Information Technologies as a Driving Force for the Transformation of Health Systems
10.2.3. Promotion of Health and Heath Education. Prevention
10.2.4. Traditional Public Health and Its Evolution
10.2.5. Health Coordination or Integration. The Concept of a Public Health Space

10.3. Alternatives to the Traditional Management Models

10.3.1. Evaluation of New Management Models. Results and Experience

Module 11. The Medical and Healthcare Division in the Health System

11.1. Classical Medical Management vs. Care Management

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

11.2. Management Information Systems and Electronic Medical Records

11.2.1. Control Panels
11.2.2. Electronic Clinical History
11.2.3. Assisted Prescription Systems
11.2.4. Other Useful Information Systems in Health Management

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

11.3.1. Territorial Coordination and Levels of Assistance
11.3.2. Welfare Continuity in the Care Process. Integrated Healthcare Processes
11.3.3. Moving Towards a Model of Social and Health Care

11.4. Bioethics and Humanization in Medical Practice

11.4.1. Bioethical Principles
11.4.2. Ethics Committees in Health Organizations
11.4.3. Humanization of Health Care

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

11.5.1. Knowledge Management Tools for Clinical and Healthcare Management
11.5.2. Medical and Healthcare Management: Relations with the Nursing Division

11.6. Public Health, Health Promotion, and Health Education for Healthcare Management

11.6.1. Public Health Concept and Scope
11.6.2. Promotion of Health and Heath Education
11.6.3. Prevention Programs Types

Module 12. Clinical Management

12.1. Regulating Clinical Management

12.1.1. Different Definitions and Visions of Clinical Management
12.1.2. Levels of Autonomy

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

12.2.1. Types and Classification of Scientific Evidence
12.2.2. Protocols, Clinical Practice Guidelines, Clinical Pathways: Differences
12.2.3. Grade and Care Routes

12.3. Patient Classification Systems

12.3.1. Patient Classification Systems
12.3.2. Patient Dependency Analysis. Dependency Scales and Classification
12.3.3. Calculation of Staffing/Cash Flow Based on Patient Classification. Workload Distribution

12.4. Models and Clinical Management Units

12.4.1. Types of Clinical Management Units
12.4.2. Mixed Primary and Specialized Care Units
12.4.3. Inter-Service Units
12.4.4. Interhospital Units

12.5. Prudent Drug Prescription. Electronic Prescription

12.5.1. Prudent Prescribing: Choosing Wisely
12.5.2. “Non-Action” Strategies

12.6. Prescription Complementary Tests

12.6.1. Prudent Prescription VS Defensive Medicine
12.6.2. Prescription Audits and Prescription Monitoring: Results

Module 13. Chronicity and Telemedicine Management

13.1. Complex and Chronic Patient Management

13.1.1. Chronic Care Model and Population Stratification. Kaiser Permanente
13.1.2. Management of Population Groups at Risk. Management of Complex and/or Chronic Diseases at Home
13.1.3. Chronicity and Social and Health Care

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

13.2.1. Active Patient Model. Stanford University
13.2.2. Self-Care Education Program. International Experiences
13.2.3. Patient Schools
13.2.4. Patient Empowerment and Nursing Input

13.3. Telemedicine

13.3.1. Services Currently in Place and Future Perspectives

Module 14. People and Talent Management

14.1. Staff Evaluation and Talent Development. Social and Institutional Climate

14.1.1. Welcoming, Mentoring and Dismissal Plans
14.1.2. Talent Detection and Development
14.1.3. Institutional and Social Climate: Measurement and Improvement

14.2. Staffing and Performance Calculations
14.3. Visibility in Clinical and Care Management: Blog and Networks

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

Module 15. Economic Management and Evaluation

15.1. Cost Calculation

15.1.1. Weighting and Calculation of Health Costs
15.1.2. Cost/Benefit
15.1.3. Cost/Utility
15.1.4. Cost/Productivity

15.2. Accounting Basis
15.3. Budget and Purchasing
15.4. Efficiency and Sustainability of Health Systems

15.4.1. Financial Situation of the Public Health System, Sustainability Crisis
15.4.2. Spending for Health Benefits. Comparison of Investments for Further Health Benefits
15.4.3. Expenditure Control in the Public Health System

15.5. Financing Models

15.5.1. Financing Based on Historical Budget and Activity
15.5.2. Capitation Funding
15.5.3. Financing by DRGs and Processes, Payment per Procedure
15.5.4. Incentives for Professionals Based on Funding

15.6. Clinical and Economic Management Agreements and Contracts

15.6.1. Management Agreements. Definition and Models
15.6.2. Development and Assessment of a Management Agreement

Module 16. Quality Management

16.1. Quality in Healthcare

16.1.1. Definitions of Quality and of the Historical Development of the Concept. Dimensions of Quality
16.1.2. Quality Assessment and Improvement Cycle
16.1.3. EFQM Quality Improvement Model. Implementation
16.1.4. ISO Standards and External Quality Accreditation Models

16.2. Quality of Healthcare Programs

16.2.1. Quality Circles
16.2.2. Continuous Quality Improvement Strategies
16.2.3. LEAN

Module 17. Process-Based Management. Lean Healthcare

17.1. Management of “What”: Process Management and Management by Processes 
17.2. Management of “How” 
17.3. Process Improvement 

Module 18. Competency-Based Management

18.1. Performance Evaluation. Competency-Based Management

18.1.1. Definition of Competencies
18.1.2. Performance Evaluation Procedure. Implementation
18.1.3. Feedback from Professions for Improving their Performance and Self-evaluation
18.1.4. Training Itinerary Design for Skills Development

18.2. Methods and Techniques

18.2.1. The Assessment Interview. Instructions for the Assessor
18.2.2. Main Common Errors and Impediments in Assessment
18.2.3. Motivational Interview
18.2.4. Miller’s Pyramid

Module 19. Patient Safety

19.1. Patient Safety. Evolution Over Time

19.1.1. Introduction and Definition. Background and Current Situation
19.1.2. Basic Studies on Patient Safety

19.2. Nosocomial Infections

19.2.1. Definition and Classification BORRAR
19.2.2. Hospital Infection Control and Surveillance Programs and Networks
19.2.3. Asepsis, Disinfection and Sterilization

19.3. Prevention

19.3.1. Prevention and Detection of Adverse Events Related to Health Care
19.3.2. FMEA: (Modal Analysis of Failures and Effects). Cause / Root Analysis

19.4. Information and Record Systems

19.4.1. Adverse Event Reporting and Recording Systems

19.5. Secondary and Tertiary Victims

19.5.1. Health Professionals in the Face of Adverse Effects
19.5.2. Recovery Trajectory and Emotional Support
19.5.3. Impact on Corporate Image

Module 20. Quality Accreditation in Healthcare

20.1    Accreditation in Healthcare

20.1.1. Specific Features of Health Services Accreditation
20.1.2. The Value of Being Accredited. How the Organization and Patients Benefit
20.1.3. Health Accreditation in Clinical Services

20.2. Joint Commission International

20.2.1. Criteria and Process Phases

20.3. EFQM Model

20.3.1. The Concept of Self-Assessment
20.3.2. Improvement Plans
20.3.3. An Example of EFQM Model Implementation in a Hospital and in an Area of Health Care

20.4. ISO Accreditation

20.4.1. Definition and General Criteria
20.4.2. ISO 9001
20.4.3. ISO 14001
20.4.4. Other Types of ISO Relevant to the Health Sector

Module 21. Leadership Management

21.1. Team Leadership

21.1.1. Theories on the Nature and Origin of Authority: Traditional Conception 
21.1.2. Institutional Functional Conception. Behavioral Conception.Integrative Conception
21.1.3. Authority and Power, Types of Power
21.1.4. Leadership; Components of Leadership and Types
21.1.5. How to Create a Leader
21.1.6. New Leadership Models. Situational Leadership Coaching
21.1.7. The Term Staff, Functional Hierarchical Scheme, Different Types of Staff, Concepts of Line and Staff; Theories, Influence of Cultures on Leadership

21.2. Motivation

21.2.1. Motivating Agents. Intrinsic and Extrinsic Motivation
21.2.2. Differences Between Motivation and Satisfaction and Their Different Theories
21.2.3. Available Evidence on How to Motivate Professionals

21.3. Delegation

21.3.1. What Does Delegating Mean? Forms of Delegation, Ways to Evaluate Delegation, Non-Delegable Tasks and Functions
21.3.2. Personal Attitudes Towards Delegation. Guidelines for Effective Delegation

21.4. Executive Coaching

21.4.1. Coaching. Types of Coaching
21.4.2. Organizational Benefits and Applications to the Health Sector. Examples

Module 22. Change, Decision Making, and Time Management

22.1. Decision Making

22.1.1. The Decision Process
22.1.2. Centralized Decision-Making Process, Individual Decision-Making Process
22.1.3. Group Decision-Making Process
22.1.4. Limiting Factor Principle. Effectiveness and Cost Efficiency in the Decision-Making Process
22.1.5. Choosing the Best Solution. Prioritization. Decision Tree

22.2. Time, Stress and Happiness Management

22.2.1. Techniques for Time Management, Personal Scheduling, and Work-Life Balance
22.2.2. Stress Management Techniques and Techniques for Promoting Personal and Professional Happiness

Module 23. Internal Communication in Management

23.1. Communication

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

23.2. Meetings

23.2.1. Techniques for Holding Profitable Meetings. Preparation for Meetings and Types of Meetings. Participant Selection
23.2.2. Healthcare and Technical Committees and Commissions in Hospitals, Centers and Areas of Health Care
23.2.3. Negotiation. Types of Strategies. Assertiveness. WiN WiN Strategy
23.2.4. Conflict Management
23.2.5. Possible Conflicts in Health Organizations. Preventive Strategies
23.2.6. Conflict Management. Mediation

Module 24. Creating a Personal Brand

24.1. Public Profile

24.1.1. Presenting Ourselves to the World. Our Digital Footprint
24.1.2. Professional Profile on Professional Social Networks
24.1.3. Digital Reputation. Positive References
24.1.4. Cover Letter

24.2. The Interview Process to Apply for a Managerial Position

24.2.1. How to Tackle an Interview
24.2.2. Body Language During an Interview. Kinesics

Module 25. Communication and Healthcare Marketing

25.1. Marketing and Social Media

25.1.1. Definition of the Term. Dimensions of Marketing.Marketing Mission and Cycles
25.1.2. Marketing Tools
25.1.3. Patient, Client, User? Marketing Aimed at Public Healthcare Users
25.1.4. External Marketing Planning in a Private Center
25.1.5. The Internal Client. Marketing and Internal Communication Plans in Health Institutions
25.1.6. Management of Institutional Presence on Social Networks. Facebook
25.1.7. Use of Twitter by the Organization
25.1.8. The Use of Twitter by the Organization and on a Professional Level
25.1.9. Use of Other Networks: Instagram, Tumblr, etc

25.2. Communication in Organizations

25.2.1. Communication Systems in Organizations. Intranet/Internet
25.2.2. Communication Specific to Welfare Institutions. Hospitals
25.2.3. Health Awards. Presentation of Nominations
25.2.4. Organization of Conferences, Congresses and Other Educational Events
25.2.5. Managing Local Communication: Press
25.2.6. Managing Local Communication: Radio
25.2.7. Managing Local Communication: Television
25.2.8. National Communication Management: Healthcare Press
25.2.9. External Conflicts. Information Crises Due to Bad News and How it is Managed

25.3. Relations with Social Agents, Users and Suppliers

25.3.1. Communication With the Public, Patient and Consumer Associations - Users
25.3.2. Communication with Political Leaders, Owners – Shareholders, and Suppliers
25.3.3. Collaboration with the Pharmaceutical Industry
25.3.4. Internationalization of the Health Sector. Health Tourism

25.4. Corporate Social Responsibility. Good Healthcare Governance

25.4.1. CSR in the Healthcare Sector. CSR Strategic Plans in Organizations. Good Welfare Governance: Transparency From Public and Private Companies
25.4.2. Environmental Management and Energy Efficiency in Healthcare Institutions
25.4.3. Development Cooperation through Healthcare Institutions
25.4.4. Networking. Strategic Partnerships
25.4.5. The Patient Portal. Health Promotion and Disease Prevention via the Internet

Module 26. Teaching and Research Management

26.1. Research Methodology: Epidemiology and Research Study Designs and Biases
26.2. Sources of Information for Research and Sourcing Strategies
26.3. Critical Reading of Articles
26.4. Research Projects: Financial Resources. Product and Patents Development
26.5. Communication and Diffusion of Research Findings 

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