Advanced master’s degree Business Consulting and Labor Relations

In a dynamic and constantly changing work environment, the effective management of labor relations has become a strategic priority for organizations. In the face of this, Business Consulting and Labor Relations play a fundamental role in building harmonious and productive work environments, ensuring regulatory compliance and promoting inclusion. Therefore, it is essential that professionals handle the most modern strategies to resolve conflicts and design policies that benefit both workers and employers. In this context, TECH launches an innovative university degree focused on the latest trends in Business Consulting and Labor Relations. In addition, it is taught in a convenient 100% online format.

University certificate

Scientific endorser

duration

15 meses

Modality

Online

Schedule

At your own pace

Exams

Online

start date

Credits

120 ECTS

financing up to

25 months

Price(first year)

See price

The world's largest school of business”

Introduction to the Program

The program is designed to strengthen labor relations and strengthen the organizational environment”

Labor Relations management is a complex area involving a variety of actors and processes, from recruitment to the resolution of labor disputes. In an increasingly globalized and regulated business environment, labor advisors are faced with the need to interpret and apply an increasingly extensive and diverse regulatory framework. For this reason, specialists need to manage the most innovative strategies to improve organizational efficiency and ensure legal compliance through a proactive and strategic approach.

In this framework, TECH Euromed University presents a cutting-edge Advanced Master's Degree in Business Consulting and Labor Relations. Designed by references in this field, the academic itinerary will delve into subjects ranging from the vicissitudes of the labor relationship or the prevention of occupational hazards to change management. Thanks to this, graduates will develop the necessary skills to effectively manage all stages of the employment relationship, from hiring to termination of the contract, dealing with conflict situations, ensuring the safety and well-being of employees, and applying change management strategies within organizations. In addition, they will be trained to proactively advise both employers and employees, promoting a harmonious and productive work environment, adapting to the new challenges of the labor market and the legal and technological transformations.

Moreover, this curriculum is delivered through a 100% online modality, which allows specialists to plan their own study schedules in order to experience a completely efficient update. In addition, professionals will enjoy a wide variety of multimedia resources designed to promote dynamic and natural teaching. To access the Virtual Campus, all graduates will need is a device with Internet access (including their own cell phone).

You will handle the most sophisticated tools to resolve labor disputes and find beneficial solutions”

This Advanced Master's Degree in Business Consulting and Labor Relations contains the most complete and up-to-date program on the market. The most important features include:

Practical cases presented by experts in Business Consulting and Labor Relations
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 self-assessment can be used to improve learning
Special emphasis on innovative methodologies in Business Consulting and Labor Relations
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 manage all aspects of labor contracting, from the preparation of documents to the management of the obligations of the parties involved”

Its teaching staff includes professionals from the field of Business Consulting and Labor Relations, who contribute their work experience to this program, as well as renowned specialists from prestigious universities and reference societies.

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.

With the Relearning system you will not have to invest a great amount of study hours and you will focus on the most relevant concepts"

The interactive summaries of each Module will allow you to consolidate the concepts of Labor Law in a more dynamic way"

Syllabus

The teaching contents that make up this university degree have been elaborated by authentic references in Business Consulting and Labor Relations. The academic itinerary will delve into areas ranging from strategic marketing or the modalities of labor contracting to collective conflict measures. In this way, graduates will acquire advanced skills to implement policies that optimize labor relations and strengthen the organizational environment.

You will handle advanced techniques for attracting, developing and retaining talent to ensure the long-term sustainability of organizations”

Module 1. Leadership, Ethics and Social Responsibility in Companies

1.1. Globalization and Governance

1.1.1. Governance and Corporate Governance
1.1.2. The Fundamentals of Corporate Governance in Companies
1.1.3. The Role of the Board of Directors in the Corporate Governance Framework

1.2. Leadership

1.2.1. Leadership. A Conceptual Approach
1.2.2. Leadership in Companies
1.2.3. The Importance of Leaders in Business Management

1.3. Cross-Cultural Management

1.3.1. Cross-Cultural Management Concept
1.3.2. Contributions to Knowledge of National Cultures
1.3.3. Diversity Management

1.4. Management and Leadership Development

1.4.1. Concept of Management Development
1.4.2. Concept of Leadership
1.4.3. Leadership Theories
1.4.4. Leadership Styles
1.4.5. Intelligence in Leadership
1.4.6. The Challenges of Today's Leader

1.5. Business Ethics

1.5.1. Ethics and Morals
1.5.2. Business Ethics
1.5.3. Leadership and Ethics in Companies

1.6. Sustainability

1.6.1. Sustainability and Sustainable Development
1.6.2. The 2030 Agenda
1.6.3. Sustainable Companies

1.7. Corporate Social Responsibility

1.7.1. International Dimensions of Corporate Social Responsibility
1.7.2. Implementing Corporate Social Responsibility
1.7.3. The Impact and Measurement of Corporate Social Responsibility

1.8. Responsible Management Systems and Tools

1.8.1. CSR: Corporate Social Responsibility
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System
1.8.4. CSR Tools and Standards

1.9. Multinationals and Human Rights

1.9.1. Globalization, Multinational Corporations and Human Rights
1.9.2. Multinational Corporations and International Law
1.9.3. Legal Instruments for Multinationals in the Area of Human Rights

1.10. Legal Environment and Corporate Governance

1.10.1. International Rules on Importation and Exportation
1.10.2. Intellectual and Industrial Property
1.10.3. International Labor Law

Module 2. Strategic Management and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Conceptual Framework
2.1.2. Key Elements in Organizational Design
2.1.3. Basic Organizational Models
2.1.4. Organizational Design: Typologies

2.2. Corporate Strategy

2.2.1. Competitive Corporate Strategy
2.2.2. Types of Growth Strategies
2.2.3. Conceptual Framework

2.3. Strategic Planning and Strategy Formulation

2.3.1. Conceptual Framework
2.3.2. Elements of Strategic Planning
2.3.3. Strategy Formulation: Strategic Planning Process

2.4. Strategic Thinking

2.4.1. The Company as a System
2.4.2. Organization Concept

2.5. Financial Diagnosis

2.5.1. Concept of Financial Diagnosis
2.5.2. Stages of Financial Diagnosis
2.5.3. Assessment Methods for Financial Diagnosis

2.6. Planning and Strategy

2.6.1. The Plan from a Strategy
2.6.2. Strategic Positioning
2.6.3. Strategy in Companies

2.7. Strategy Models and Patterns

2.7.1. Conceptual Framework
2.7.2. Strategic Models
2.7.3. Strategic Patterns: The Five P’s of Strategy

2.8. Competitive Strategy

2.8.1. Competitive Advantage
2.8.2. Choosing a Competitive Strategy
2.8.3. Strategies based on the Strategic Clock Model
2.8.4. Types of Strategies according to the Industrial Sector Life Cycle

2.9. Strategic Management

2.9.1. The Concept of Strategy
2.9.2. The Process of Strategic Management
2.9.3. Approaches in Strategic Management

2.10. Strategy Implementation

2.10.1. Indicator Systems and Process Approach
2.10.2. Strategic Map
2.10.3. Strategic Alignment

2.11. Executive Management

2.11.1. Conceptual Framework of Executive Management
2.11.2. Executive Management. The Role of the Board of Directors and Corporate Management Tools

2.12. Strategic Communication

2.12.1. Interpersonal Communication
2.12.2. Communication Skills and Influence
2.12.3. Internal Communication
2.12.4. Barriers to Business Communication

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Behavior. Conceptual Framework
3.1.2. Main Factors of Organizational Behavior

3.2. People in Organizations

3.2.1. Quality of Work Life and Psychological Well-Being
3.2.2. Work Teams and Meeting Management
3.2.3. Coaching and Team Management
3.2.4. Managing Equality and Diversity

3.3. Strategic People Management

3.3.1. Strategic Human Resources Management
3.3.2. Strategic People Management

3.4. Evolution of Resources. An Integrated Vision

3.4.1. The Importance of HR
3.4.2. A New Environment for People Management and Leadership
3.4.3. Strategic HR Management

3.5. Selection, Group Dynamics and Human Resources Recruitment

3.5.1. Approach to Recruitment and Selection
3.5.2. Recruitment
3.5.3. The Selection Process

3.6. Human Resources Management by Competencies

3.6.1. Analysis of the Potential
3.6.2. Remuneration Policy
3.6.3. Career/Succession Planning

3.7. Performance Evaluation and Performance Management

3.7.1. Performance Management
3.7.2. Performance Management: Objectives and Process

3.8. Management of Training

3.8.1. Learning Theories
3.8.2. Talent Detection and Retention
3.8.3. Gamification and Talent Management
3.8.4. Training and Professional Obsolescence

3.9. Talent Management

3.9.1. Keys for Positive Management
3.9.2. Conceptual Origin of Talent and Its Implication in the Company
3.9.3. Map of Talent in the Organization
3.9.4. Cost and Added Value

3.10. Innovation in Talent and People Management

3.10.1. Strategic Talent Management Models
3.10.2. Talent Identification, Training and Development
3.10.3. Loyalty and Retention
3.10.4. Proactivity and Innovation

3.11. Motivation

3.11.1. The Nature of Motivation
3.11.2. Expectations Theory
3.11.3. Needs Theory
3.11.4. Motivation and Financial Compensation

3.12. Employer Branding

3.12.1. Employer Branding in Human Resources
3.12.2. Personal Branding for Human Resources Professionals

3.13. Developing High-Performance Teams

3.13.1. High-Performance Teams: Self-Managed Teams
3.13.2. Methodologies for the Management of High-Performance Self-Managed Teams

3.14. Management Skills Development

3.14.1. What Are Manager Competencies?
3.14.2. Elements of Competencies
3.14.3. Knowledge
3.14.4. Management Skills
3.14.5. Attitudes and Values in Managers
3.14.6. Managerial Skills

3.15. Time Management

3.15.1. Benefits
3.15.2. What Can Be the Causes of Poor Time Management?
3.15.3. Time
3.15.4. Time Illusions
3.15.5. Attention and Memory
3.15.6. State of Mind
3.15.7. Time Management
3.15.8. Being Proactive
3.15.9. Being Clear About the Objective
3.15.10. Order
3.15.11. Planning

3.16. Change Management

3.16.1. Change Management
3.16.2. Type of Change Management Processes
3.16.3. Stages or Phases in the Change Management Process

3.17. Negotiation and Conflict Management

3.17.1. Negotiation
3.17.2. Conflict Management
3.17.3. Crisis Management

3.18. Executive Communication

3.18.1. Internal and External Communication in the Corporate Environment
3.18.2. Communication Departments
3.18.3. The Person in Charge of Communication of the Company. The Profile of the Dircom

3.19. Human Resources Management and Occupational Health and Safety Teams

3.19.1. Management of Human Resources and Teams
3.19.2. Occupational Risk Prevention

3.20. Productivity, Attraction, Retention and Activation of Talent

3.20.1. Productivity
3.20.2. Talent Attraction and Retention Levers

3.21. Monetary Compensation vs. Non-Cash

3.21.1. Monetary Compensation vs. Non-Cash
3.21.2. Wage Band Models
3.21.3. Non-Cash Compensation Models
3.21.4. Working Model
3.21.5. Corporate Community
3.21.6. Company Image
3.21.7. Emotional Salary

3.22. Innovation in Talent and People Management

3.22.1. Innovation in Organizations
3.22.2. New Challenges in the Human Resources Department
3.22.3. Innovation Management
3.22.4. Tools for Innovation

3.23. Knowledge and Talent Management

3.23.1. Knowledge and Talent Management
3.23.2. Knowledge Management Implementation

3.24. Transforming Human Resources in the Digital Era

3.24.1. The Socioeconomic Context
3.24.2. New Forms of Corporate Organization
3.24.3. New Methodologies

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Macroeconomic Environment and the National Financial System
4.1.2. Financial Institutions
4.1.3. Financial Markets
4.1.4. Financial Assets
4.1.5. Other Financial Sector Entities

4.2. Company Financing

4.2.1. Sources of Financing
4.2.2. Types of Financing Costs

4.3. Executive Accounting

4.3.1. Basic Concepts
4.3.2. The Company's Assets
4.3.3. The Company's Liabilities
4.3.4. The Company's Net Worth
4.3.5. The Income Statement

4.4. Management Accounting to Cost Accounting

4.4.1. Elements of Cost Calculation
4.4.2. Expenses in General Accounting and Cost Accounting
4.4.3. Costs Classification

4.5. Information Systems and Business Intelligence

4.5.1. Fundamentals and Classification
4.5.2. Cost Allocation Phases and Methods
4.5.3. Choice of Cost Center and Impact

4.6. Budget and Management Control

4.6.1. The Budget Model
4.6.2. The Capital Budget
4.6.3. The Operating Budget
4.6.5. Treasury Budget
4.6.6. Budget Monitoring

4.7. Treasury Management

4.7.1. Accounting Working Capital and Necessary Working Capital
4.7.2. Calculation of Operating Cash Requirements
4.7.3. Credit Management

4.8. Corporate Tax Responsibility

4.8.1. Basic Tax Concepts
4.8.2. Corporate Income Tax
4.8.3. Value Added Tax
4.8.4. Other Taxes Related to Commercial Activity
4.8.5. The Company as a Facilitator of the Work of the State

4.9. Corporate Control Systems

4.9.1. Analysis of Financial Statements
4.9.2. The Company's Balance Sheet
4.9.3. The Profit and Loss Statement
4.9.4. The Statement of Cash Flows
4.9.5. Ratio Analysis

4.10. Financial Management

4.10.1. The Company's Financial Decisions
4.10.2. Financial Department
4.10.3. Cash Surpluses
4.10.4. Risks Associated with Financial Management
4.10.5. Financial Administration Risk Management

4.11. Financial Planning

4.11.1. Definition of Financial Planning
4.11.2. Actions to Be Taken in Financial Planning
4.11.3. Creation and Establishment of the Business Strategy
4.11.4. The Cash Flow Table
4.11.5. The Working Capital Table

4.12. Corporate Financial Strategy

4.12.1. Corporate Strategy and Sources of Financing
4.12.2. Financial Products for Corporate Financing

4.13. Macroeconomic Context

4.13.1. Macroeconomic Context
4.13.2. Relevant Economic Indicators
4.13.3. Mechanisms for the Control of Macroeconomic Magnitudes
4.13.4. Economic Cycles

4.14. Strategic Financing

4.14.1. Self-Financing
4.14.2. Increase in Equity
4.14.3. Hybrid Resources
4.14.4. Financing Through Intermediaries

4.15. Money and Capital Markets

4.15.1. The Money Market
4.15.2. The Fixed Income Market
4.15.3. The Equity Market
4.15.4. The Foreign Exchange Market
4.15.5. The Derivatives Market

4.16. Financial Analysis and Planning

4.16.1. Analysis of the Balance Sheet
4.16.2. Analysis of the Income Statement
4.16.3. Profitability Analysis

4.17. Analyzing and Solving Cases/Problems

4.17.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX)

Module 5. Operations and Logistics Management

5.1. Operations Direction and Management

5.1.1. The Role of Operations
5.1.2. The Impact of Operations on the Management of Companies
5.1.3. Introduction to Operations Strategy
5.1.4. Operations Management

5.2. Industrial Organization and Logistics

5.2.1. Industrial Organization Department
5.2.2. Logistics Department

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO...)

5.3.1. Production System
5.3.2. Production Strategy
5.3.3. Inventory Management System
5.3.4. Production Indicators

5.4. Structure and Types of Procurement

5.4.1. Function of Procurement
5.4.2. Procurement Management
5.4.3. Types of Purchases
5.4.4. Efficient Purchasing Management of a Company
5.4.5. Stages of the Purchase Decision Process

5.5. Economic Control of Purchasing

5.5.1. Economic Influence of Purchases
5.5.2. Cost Centers
5.5.3. Budget
5.5.4. Budgeting vs. Actual Expenditure
5.5.5. Budgetary Control Tools

5.6. Warehouse Operations Control

5.6.1. Inventory Control
5.6.2. Location Systems
5.6.3. Stock Management Techniques
5.6.4. Storage Systems

5.7. Strategic Purchasing Management

5.7.1. Business Strategy
5.7.2. Strategic Planning
5.7.3. Purchasing Strategies

5.8. Typologies of the Supply Chain (SCM)

5.8.1. Supply Chain
5.8.2. Benefits of Supply Chain Management
5.8.3. Logistical Management in the Supply Chain

5.9. Supply Chain Management

5.9.1. The Concept of Supply Chain Management (SCM)
5.9.2. Costs and Efficiency of the Operations Chain
5.9.3. Demand Patterns
5.9.4. Operations Strategy and Change

5.10. Interactions Between the SCM and All Other Departments

5.10.1. Interaction of the Supply Chain
5.10.2. Interaction of the Supply Chain. Integration by Parts
5.10.3. Supply Chain Integration Problems
5.10.4. Supply Chain

5.11. Logistics Costs

5.11.1. Logistics Costs
5.11.2. Problems with Logistics Costs
5.11.3. Optimizing Logistic Costs

5.12. Profitability and Efficiency of Logistics Chains: KPIs

5.12.1. Logistics Chain
5.12.2. Profitability and Efficiency of the Logistics Chain
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain

5.13. Process Management

5.13.1. Process Management
5.13.2. Process-Based Approach: Process Mapping
5.13.3. Improvements in Process Management

5.14. Distribution and Transportation Logistics

5.14.1. Distribution in the Supply Chain
5.14.2. Transportation Logistics
5.14.3. Geographic Information Systems as a Support for Logistics

5.15. Logistics and Customers

5.15.1. Demand Analysis
5.15.2. Demand and Sales Forecast
5.15.3. Sales and Operations Planning
5.15.4. Collaborative Planning, Forecasting and Replenishment (CPFR)

5.16. International Logistics

5.16.1. Export and Import Processes
5.16.2. Customs
5.16.3. Methods and Means of International Payment
5.16.4. International Logistics Platforms

5.17. Outsourcing of Operations

5.17.1. Operations Management and Outsourcing
5.17.2. Outsourcing Implementation in Logistics Environments

5.18. Competitiveness in Operations

5.18.1. Operations Management
5.18.2. Operational Competitiveness
5.18.3. Operations Strategy and Competitive Advantages

5.19. Quality Management

5.19.1. Internal and External Customers
5.19.2. Quality Costs
5.19.3. Ongoing Improvement and the Deming Philosophy

Module 6. Information Systems Management

6.1. Technological Environment

6.1.1. Technology and Globalization
6.1.2. Economic Environment and Technology
6.1.3. Technological Environment and Its Impact on Companies

6.2. Information Systems in Companies

6.2.1. The Evolution of the IT Model
6.2.2. Organization and IT Departments
6.2.3. Information Technology and Economic Environment

6.3. Corporate Strategy and Technology Strategy

6.3.1. Creating Value for Customers and Shareholders
6.3.2. Strategic IS/IT Decisions
6.3.3. Corporate Strategy vs. Technological and Digital Strategy

6.4. Information Systems Management

6.4.1. Corporate Governance of Technology and Information Systems
6.4.2. Management of Information Systems in Companies
6.4.3. Expert Managers in Information Systems: Roles and Functions

6.5. Information Technology Strategic Planning

6.5.1. Information Systems and Corporate Strategy
6.5.2. Strategic Planning of Information Systems
6.5.3. Phases of Information Systems Strategic Planning

6.6. Information Systems for Decision-Making

6.6.1. Business Intelligence
6.6.2. Data Warehouse
6.6.3. BSC or Balanced Scorecard

6.7. Exploring the Information

6.7.1. SQL: Relational Databases. Basic Concepts
6.7.2. Networks and Communications
6.7.3. Operational System: Standardized Data Templates
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards
6.7.5. Strategic DB Analysis and Report Composition

6.8. Corporate Business Intelligence

6.8.1. The World of Data
6.8.2. Relevant Concepts
6.8.3. Main Characteristics
6.8.4. Solutions in Today's Market
6.8.5. Overall Architecture of a BI Solution
6.8.6. Cybersecurity in BI and Data Science

6.9. New Business Concept

6.9.1. Why BI?
6.9.2. Obtaining Information
6.9.3. BI in the Different Departments of the Company
6.9.4. Reasons to Invest in BI

6.10. BI Tools and Solutions

6.10.1. How to Choose the Best Tool?
6.10.2. Microsoft Power BI, MicroStrategy and Tableau
6.10.3. SAP BI, SAS BI and Qlikview
6.10.4. Prometheus

6.11. BI Project Planning and Management

6.11.1. First Steps to Define a BI Project
6.11.2. BI Solution for the Company
6.11.3. Requirements and Objectives

6.12. Corporate Management Applications

6.12.1. Information Systems and Corporate Management
6.12.2. Applications for Corporate Management
6.12.3. Enterprise Resource Planning or ERP Systems

6.13. Digital Transformation

6.13.1. Conceptual Framework of Digital Transformation
6.13.2. Digital Transformation; Key Elements, Benefits and Drawbacks
6.13.3. Digital Transformation in Companies

6.14. Technology and Trends

6.14.1. Main Trends in the Field of Technology that are Changing Business Models
6.14.2. Analysis of the Main Emerging Technologies

6.15. IT Outsourcing

6.15.1. Conceptual Framework of Outsourcing
6.15.2. IT Outsourcing and Its Impact on the Business
6.15.3. Keys to Implement Corporate IT Outsourcing Projects

Module 7. Commercial Management, Strategic Marketing and Corporate Communications

7.1. Commercial Management

7.1.1. Conceptual Framework of Commercial Management
7.1.2. Business Strategy and Planning
7.1.3. The Role of Sales Managers

7.2. Marketing

7.2.1. The Concept of Marketing
7.2.2. Basic Elements of Marketing
7.2.3. Marketing Activities of the Company

7.3. Strategic Marketing Management

7.3.1. The Concept of Strategic Marketing
7.3.2. Concept of Strategic Marketing Planning
7.3.3. Stages in the Process of Strategic Marketing Planning

7.4. Digital Marketing and E-Commerce

7.4.1. Digital Marketing and E-Commerce Objectives
7.4.2. Digital Marketing and Media Used
7.4.3. E-Commerce. General Context
7.4.4. Categories of E-Commerce
7.4.5. Advantages and Disadvantages of E-Commerce Versus Traditional Commerce

7.5. Managing Digital Business

7.5.1. Competitive Strategy in the Face of the Growing Digitalization of the Media
7.5.2. Design and Creation of a Digital Marketing Plan
7.5.3. ROI Analysis in a Digital Marketing Plan

7.6. Digital Marketing to Reinforce a Brand

7.6.1. Online Strategies to Improve Your Brand's Reputation
7.6.2. Branded Content and Storytelling

7.7. Digital Marketing Strategy

7.7.1. Defining the Digital Marketing Strategy
7.7.2. Digital Marketing Strategy Tools

7.8. Digital Marketing to Attract and Retain Customers

7.8.1. Loyalty and Engagement Strategies through the Internet
7.8.2. Visitor Relationship Management
7.8.3. Hypersegmentation

7.9. Managing Digital Campaigns

7.9.1. What Is a Digital Advertising Campaign?
7.9.2. Steps to Launch an Online Marketing Campaign
7.9.3. Mistakes in Digital Advertising Campaigns

7.10. Online Marketing Plan

7.10.1. What Is an Online Marketing Plan?
7.10.2. Steps to Create an Online Marketing Plan
7.10.3. Advantages of Having an Online Marketing Plan

7.11. Blended Marketing

7.11.1. What Is Blended Marketing?
7.11.2. Differences Between Online and Offline Marketing
7.11.3. Aspects to Be Taken into Account in the Blended Marketing Strategy
7.11.4. Characteristics of a Blended Marketing Strategy
7.11.5. Recommendations in Blended Marketing
7.11.6. Benefits of Blended Marketing

7.12. Sales Strategy

7.12.1. Sales Strategy
7.12.2. Sales Methods

7.13. Corporate Communication

7.13.1. Concept
7.13.2. The Importance of Communication in the Organization
7.13.3. Type of Communication in the Organization
7.13.4. Functions of Communication in the Organization
7.13.5. Elements of Communication
7.13.6. Communication Problems
7.13.7. Communication Scenarios

7.14. Corporate Communication Strategy

7.14.1. Motivational Programs, Social Action, Participation and Training with HR
7.14.2. Internal Communication Tools and Supports”
7.14.3. Internal Communication Plan

7.15. Digital Communication and Reputation

7.15.1. Online Reputation
7.15.2. How to Measure Digital Reputation?
7.15.3. Online Reputation Tools
7.15.4. Online Reputation Report
7.15.5. Online Branding

Module 8. Market Research, Advertising and Commercial Management

8.1. Market Research

8.1.1. Marketing Research: Historical Origin
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research
8.1.3. Key Elements and Value Contribution of Market Research

8.2. Quantitative Research Methods and Techniques

8.2.1. Sample Size
8.2.2. Sampling
8.2.3. Types of Quantitative Techniques

8.3. Qualitative Research Methods and Techniques

8.3.1. Types of Qualitative Research
8.3.2. Qualitative Research Techniques

8.4. Market Segmentation

8.4.1. Market Segmentation Concept
8.4.2. Utility and Segmentation Requirements
8.4.3. Consumer Market Segmentation
8.4.4. Industrial Market Segmentation
8.4.5. Segmentation Strategies
8.4.6. Segmentation Based on Marketing Mix Criteria
8.4.7. Market Segmentation Methodology

8.5. Research Project Management

8.5.1. Market Research as a Process
8.5.2. Planning Stages in Market Research
8.5.3. Stages of Market Research Implementation
8.5.4. Managing a Research Project

8.6. International Market Research

8.6.1. International Market Research
8.6.2. International Market Research Process
8.6.3. The Importance of Secondary Sources in International Market Research

8.7. Feasibility Studies

8.7.1. Concept and Usefulness
8.7.2. Outline of a Feasibility Study
8.7.3. Development of a Feasibility Study

8.8. Publicity

8.8.1. Historical Background of Advertising
8.8.2. Conceptual Framework of Advertising; Principles, Concept of Briefing and Positioning
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals
8.8.4. Importance of Advertising in Business
8.8.5. Advertising Trends and Challenges

8.9. Developing the Marketing Plan

8.9.1. Marketing Plan Concept
8.9.2. Situation Analysis and Diagnosis
8.9.3. Strategic Marketing Decisions
8.9.4. Operational Marketing Decisions

8.10. Promotion and Merchandising Strategies

8.10.1. Integrated Marketing Communication
8.10.2. Advertising Communication Plan
8.10.3. Merchandising as a Communication Technique

8.11. Media Planning

8.11.1. Origin and Evolution of Media Planning
8.11.2. Media
8.11.3. Media Plan

8.12. Fundamentals of Commercial Management

8.12.1. The Role of Commercial Management
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation
8.12.3. Commercial Planning Systems of the Company
8.12.4. Main Competitive Strategies

8.13. Commercial Negotiation

8.13.1. Commercial Negotiation
8.13.2. Psychological Issues in Negotiation
8.13.3. Main Negotiation Methods
8.13.4. The Negotiation Process

8.14. Decision-Making in Commercial Management

8.14.1. Commercial Strategy and Competitive Strategy
8.14.2. Decision Making Models
8.14.3. Decision-Making Analytics and Tools
8.14.4. Human Behavior in Decision Making

8.15. Sales Network Management

8.15.1. Sales Management
8.15.2. Networks Serving Commercial Activity
8.15.3. Salesperson Recruitment and Training Policies
8.15.4. Remuneration Systems for Own and External Commercial Networks
8.15.5. Management of the Commercial Process. Control and Assistance to the Work of the Sales Representatives Based on the Information

8.16. Implementing the Commercial Function

8.16.1. Recruitment of Own Sales Representatives and Sales Agents
8.16.2. Controlling Commercial Activity
8.16.3. The Code of Ethics of Sales Personnel
8.16.4. Compliance with Legislation
8.16.5. Generally Accepted Standards of Business Conduct

8.17. Key Account Management

8.17.1. Concept of Key Account Management
8.17.2. The Key Account Manager
8.17.3. Key Account Management Strategy

8.18. Financial and Budgetary Management

8.18.1. The Break-Even Point
8.18.2. The Sales Budget. Control of Management and of the Annual Sales Plan
8.18.3. Financial Impact of Strategic Sales Decisions
8.18.4. Cycle Management, Turnover, Profitability and Liquidity
8.18.5. Income Statement

Module 9. Innovation and Project Management

9.1. Innovation

9.1.1. Introduction to Innovation
9.1.2. Innovation in the Entrepreneurial Ecosystem
9.1.3. Instruments and Tools for the Business Innovation Process

9.2. Innovation Strategy

9.2.1. Strategic Intelligence and Innovation
9.2.2. Innovation from Strategy

9.3. Project Management for Startups

9.3.1. Startup Concept
9.3.2. Lean Startup Philosophy
9.3.3. Stages of Startup Development
9.3.4. The Role of a Project Manager in a Startup

9.4. Business Model Design and Validation

9.4.1. Conceptual Framework of a Business Model
9.4.2. Business Model Design and Validation

9.5. Project Management

9.5.1. Project Management: Identification of Opportunities to Develop Corporate Innovation Projects
9.5.2. Main Stages or Phases in the Direction and Management of Innovation Projects

9.6. Project Change Management: Training Management

9.6.1. Concept of Change Management
9.6.2. The Change Management Process
9.6.3. Change Implementation

9.7. Project Communication Management

9.7.1. Project Communications Management
9.7.2. Key Concepts for Project Communications Management
9.7.3. Emerging Trends
9.7.4. Adaptations to Equipment
9.7.5. Planning Communications Management
9.7.6. Managing Communications
9.7.7. Monitoring Communications

9.8. Traditional and Innovative Methodologies

9.8.1. Innovative Methodologies
9.8.2. Basic Principles of Scrum
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies

9.9. Creation of a Startup

9.3.1. Creation of a Startup
9.3.2. Organization and Culture
9.3.3. Top Ten Reasons Why Startups Fail

9.10. Project Risk Management Planning

9.10.1. Risk Planning
9.10.2. Elements for Creating a Risk Management Plan
9.10.3. Tools for Creating a Risk Management Plan
9.10.4. Content of the Risk Management Plan

Module 10. Executive Management

10.1. General Management

10.1.1. The Concept of General Management
10.1.2. The Role of the CEO
10.1.3. The CEO and Their Responsibilities
10.1.4. Transforming the Work of Management

10.2. Manager Functions: Organizational Culture and Approaches

10.2.1. Manager Functions: Organizational Culture and Approaches

10.3. Operations Management

10.3.1. The Importance of Management
10.3.2. Value Chain
10.3.3. Quality Management

10.4. Public Speaking and Spokesperson Education

10.4.1. Interpersonal Communication
10.4.2. Communication Skills and Influence
10.4.3. Communication Barriers

10.5. Personal and Organizational Communications Tools

10.5.1. Interpersonal Communication
10.5.2. Interpersonal Communication Tools
10.5.3. Communication in the Organization
10.5.4. Tools in the Organization

10.6. Communication in Crisis Situations

10.6.1. Crisis
10.6.2. Phases of the Crisis
10.6.3. Messages: Contents and Moments

10.7. Preparation of a Crisis Plan

10.7.1. Analysis of Possible Problems
10.7.2. Planning
10.7.3. Adequacy of Personnel

10.8. Emotional Intelligence

10.8.1. Emotional Intelligence and Communication
10.8.2. Assertiveness, Empathy and Active Listening
10.8.3. Self-Esteem and Emotional Communication

10.9. Personal Branding

10.9.1. Strategies for Personal Brand Development
10.9.2. Personal Branding Laws
10.9.3. Tools for Creating Personal Brands

10.10. Leadership and Team Management

10.10.1. Leadership and Leadership Styles
10.10.2. Leader Capabilities and Challenges
10.10.3. Managing Change Processes
10.10.4. Managing Multicultural Teams

Module 11. Labor Relations Theory

11.1. History of Labor Relations

11.1.1. Conceptual Framework and Definition (Basic Concepts of Employment, Work)
11.1.2. Historical Evolution of Labor Relations
11.1.3. The Society of Knowledge in the 21st Century

11.2. Evolution of the Forms of Work

11.2.1. Labor Relations and Labor Markets
11.2.2. The Theory of Labor Market Segmentation and its Practices

11.3. Socialism - Communism in Labor Relations

11.3.1. Conceptual Framework of Socialism and Communism
11.3.2. Brief Historical Description
11.3.3. Labor Relations under the Communist Political Framework
11.3.4. Labor Relations under the Socialist Political Framework

11.4. Liberalism - Capitalism in Labor Relations

11.4.1. Concept of Liberalism versus Capitalism
11.4.2. Capitalism Throughout the History of the Economy
11.4.3. Labor Relations under the Prism of Economic Capitalism

11.5. Trade Union Law

11.5.1. Trade Unionism
11.5.2. Fundamentals of Trade Union Law
11.5.3. The Role of Collective Bargaining

11.6. Employee Representation

11.6.1. Concept
11.6.2. Negotiation

11.7. State Intervention in Labor Relations

11.7.1. Historical Framework
11.7.2. Public Intervention in the Configuration of Individual Labor Relationships
11.7.3. Employment Contracts, Working Hours, Wages and Benefits

11.8. Institutionalism and Pluralism

11.8.1. Conceptualization and Framing within the Theories of the State
11.8.2. Institutionalism
11.8.3. Pluralism

11.9. Corporatism

11.9.1. Conceptualization
11.9.2. Types of Corporatism in the International Scenario

11.10. Social Policies in the International Sphere

11.10.1. Social Policies (Convergences and Divergences)
11.10.2. Intervention Models
11.10.3. The Welfare State

Module 12. The Labor Relationship, the Employer and the Employment Contract

12.1. Sources of Labor Law (I)

12.1.1. International and Supranational Standards
12.1.2. Rules with the Force of Law
12.1.3. Regulations and Other Regulatory Provisions

12.2. Sources of Labor Law (II)

12.2.1. Collective Bargaining Agreements as a specific Source of Labor Law
12.2.2. The Individual Employment Contract
12.2.3. Custom and General Principles of Law
12.2.4. The Most Beneficial Condition
12.2.5. The criteria for the Arrangement of Concurrent Labor Standards

12.3. The Concept of Worker: Definitional Notes and Gray Areas

12.3.1. The Assumptions of Labor: Personal Service, Voluntary, Remunerated, Dependency and Dependence
12.3.2. Special Labor Relationships
12.3.3. Activities Excluded from Labor Legislation

12.4. The Labor Employer (I)

12.4.1. Concept of Employer in Labor Law
12.4.2. The Company, the Work Center and the Productive Unit
12.4.3. Groups of Companies for Labor Purposes
12.4.4. Outsourcing of Services: Contracts and Subcontracts

12.5. The Labor Employer (II)

12.5.1. Illegal Assignment of Workers
12.5.2. The Transfer of the Company

12.6. Recruitment and Selection of Workers

12.6.1. The Employee Recruitment Process
12.6.2. The Employee Selection Process
12.6.3. Discrimination in Access to Employment
12.6.4. Affirmative Action Measures in Access to Employment

12.7. Labor Contracting: Limits and Essential Elements

12.7.1. Ability to Work
12.7.2. Limitations on Employment of Minors
12.7.3. The Form of the Employment Contract
12.7.4. The Ineffectiveness of the Employment Contract
12.7.5. The Basic Copy of the Employment Contract
12.7.6. Protection of Personal Data

12.8. Covenants Ancillary to the Employment Contract

12.8.1. The Agreement of Full Dedication or Exclusivity in the Labor Performance
12.8.2. The Company's Permanence Pact
12.8.3. The Prohibition of Post-contractual Competition

12.9. The Legal Regime of the Probationary Period

12.9.1. The Probationary Period Agreement and its Duration
12.9.2. Free Withdrawal During the Trial Period
12.9.3. Withdrawal during the Probationary Period of a Pregnant Worker

12.10. The Rights of Workers over their Intellectual Creations

12.10.1. Exploitation Rights of Workers' Creations: Requirements and Scope
12.10.2. Exploitation Rights of Computer Creations
12.10.3. Moral Rights

Module 13. The Modalities of Labor Contracting and the Managerial Power of the Employer

13.1. Indefinite-Term Contracts

13.1.1. The Ordinary Indefinite Term Contract
13.1.2. The Promotion of Permanent Hiring
13.1.3. Discontinuous Fixed Term and Periodic Fixed Term Contracts

13.2. Temporary Hiring (I)

13.2.1. The Contract for a Specific Work or Service
13.2.2. Temporary Contracts due to Production Circumstances
13.2.3. The Interim Contract

13.3. Temporary Hiring (II)

13.3.1. The Training and Apprenticeship Contract
13.3.2. Internship Contracts

13.4. Temporary Hiring (III)

13.4.1. Provisions Common to Temporary Contracting
13.4.2. Other Types of Temporary Contracts
13.4.3. Temporary Employment Agencies (TEAs)

13.5. The Part-Time Contract and Its Varieties

13.5.1. The Common Part-Time Contract
13.5.2. Aspects Related to Part-Time Contracts
13.5.3. Supplementary Hours
13.5.4. Partial Retirement and Relief Contracts

13.6. Telecommuting and "Teleworking"

13.6.1. The Voluntary Nature of Telecommuting
13.6.2. The Requirements to be Included in the Contract
13.6.3. The Day and the Digital Disconnection
13.6.4. Control of Labor Activity

13.7. The Right to Effective Employment and Fundamental Workers' Rights

13.7.1. The Right to Effective Occupancy
13.7.2. Fundamental Rights Specific to the Employment Relationship
13.7.3. Fundamental Rights not Specific to the Employment Relationship
13.7.4. Compensation for Damages: Moral Damages

13.8. Duties of the Employee

13.8.1. The Duty Not to Compete with the Company's Activity
13.8.2. Duty of Care and Good Faith
13.8.3. The Duty to Observe Safety and Health Measures
13.8.4. The Duty to Comply with the Employer's Orders and Instructions

13.9. Managerial Power and New Technological Control Mechanisms

13.9.1. The Managerial Power of the Employer

13.9.1.1. Control of Lockers and Personal Belongings

13.9.2. The Power of Management and New Surveillance and Control Mechanisms

13.9.2.1. IT Control of Technological Tools
13.9.2.2. Control via Geolocation or GPS Systems
13.9.2.3. Monitoring through CCTV Systems

13.10. Determination of Employee Benefits and Functional Mobility

13.10.1. Determination of Work Performance: General Aspects
13.10.2. The Professional Classification System: Professional Groups
13.10.3. Functional Mobility and Corporate ius variandi

13.10.3.1. General Requirements: Qualification and Respect for the Worker's Dignity
13.10.3.2. Functional Mobility within the Professional Group: Horizontal
13.10.3.3. Functional Mobility outside the Professional Group: Vertical

Module 14. Vicissitudes of the Labor Relationship: Working Hours, Rest Periods, Modification of Conditions and Interruption of Labor Benefits

14.1. Working Time: The Working Day

14.1.1. Ordinary Working Day

14.1.1.2. Duration of the Working Day
14.1.1.3. Distribution of the Working Day

14.1.2. Special Workdays due to the Activity
14.1.3. Special Days for Personal Reasons
14.1.4. Obligation to Register
14.1.5. Overtime

14.1.5.1. Concept and Classification
14.1.5.2. Nature
14.1.5.3. Compensation for Its Execution
14.1.5.4. Prohibition
14.1.5.5. Records
14.1.5.6. Working Hours

14.1.6. The Timetable
14.1.7. Night Work and Night Worker
14.1.8. Shift Work

14.2. Adaptation of Working Hours and Work-Life Balance Rights

14.2.1. Reduction in Working Hours for Infant Care
14.2.2. Absence or Reduction of the Working Day due to Premature Childbirth or Hospitalization of the Newborn
14.2.3. Reduction of Working Hours for Reasons of Legal Guardianship of Minors, Family Members or Handicapped Persons
14.2.4. Reduction of Working Hours or Adaptation in the Case of a Minor Affected by Cancer or any Other Serious Disease
14.2.5. Reduction of Working Hours due to Gender Violence or Terrorism
14.2.6. Reduced Working Hours to receive OHS Training

14.3. The Annual Vacation and Rest Regime

14.3.1. The Work Calendar
14.3.2. The Rest Regime

14.3.2.1. Rest During the Day
14.3.2.2. Rest Between Shifts
14.3.2.3. Weekly Rest

14.3.3. Holidays
14.3.4. Vacations

14.3.4.1. Commencement, Duration and Accrual
14.3.4.2. Proportionality and Computable Periods
14.3.4.3. Coincidence of Vacations with Sick Leave Situations
14.3.4.4. Vacation Time
14.3.4.5. Payable Nature and the Possibility of Substitution

14.4. The Wage Benefit

14.4.1. Concept and Function of Salaries
14.4.2. Salary in Cash and in Kind
14.4.3. Non-Salary Payments
14.4.4. Wage Systems: Procedures for Their Determination
14.4.5. Salary Structure

14.4.5.1. Base Salary
14.4.5.2. Salary Supplements
14.4.5.3. Consolidation of Salary Supplements

14.4.6. Extraordinary Payments
14.4.7. Wage Determination

14.4.7.1. Minimum Interprofessional Salary
14.4.7.2. Professional Salary
14.4.7.3. Contractual Salary

14.4.8. The Salary Absorption and Compensation Mechanism
14.4.9. Payment of Salary
14.4.10. Wage Protection

14.4.10.1. Non-Attachability of Wages
14.4.10.2. Wages as a Privileged Credit

14.5. Geographic Mobility of Workers

14.5.1. Concept and Characteristics
14.5.2. The Legal Regime of Transfers

14.5.2.1. Concept
14.5.2.2. Causal Element
14.5.2.3. Types of Transfers
14.5.2.4. Procedure

14.5.3. The Legal Regime of Movements

14.5.3.1. Concept
14.5.3.2. Causal Element
14.5.3.3. Procedure
14.5.3.4. Effects

14.6. Substantial Modification of Working Conditions

14.6.1. Causal Element
14.6.2. Working Conditions Subject to Change
14.6.3. Concept of Substantial Modification
14.6.4. Type of Substantial Modification: Individual or Collective
14.6.5. Procedure

14.6.5.1. Individual Modification
14.6.5.2. Collective Modification

14.7. Modifications of Working Conditions at the Employee's Will

14.7.1. Promotions

14.7.1.1. Concept
14.7.1.2. Legal Regime

14.7.2. Family Reunification
14.7.3. Purpose
14.7.4. Legal Regime
14.7.5. Objective Causes

14.7.5.1. Protection of Female Workers who are Victims of Gender Violence and Terrorism
14.7.5.2. Protection of Persons with Disabilities
14.7.5.3. Protection of the Worker's Physical Integrity

14.8. Interruption of Employment Benefits: Paid Leaves of Absence

14.8.1. Concept and Characteristics
14.8.2. Types of Permits
14.8.3. Other Interruptions of Work for Reasons Not Imputable to the Worker
14.8.4. Effects and Enjoyment

14.9. Suspension of the Employment Contract due to Business Causes or Force Majeure

14.9.1. Concept and Characteristics
14.9.2. Causes for Suspension

14.9.2.1. Suspension of the Contract at the Will of the Parties
14.9.2.2. Suspension due to Temporary Disability
14.9.2.3. Suspension for Family Reasons
14.9.2.4. Suspension at the Employee's Will
14.9.2.5. Worker Victim of Gender Violence
14.9.2.6. Exercise of the Right to Strike
14.9.2.7. Suspension at Will of the Company
14.9.2.8. For Disciplinary Reasons
14.9.2.9. Due to Legal Closure of the Company

14.9.3. Suspension and Reduction of Working Hours due to Business Causes
14.9.4. Suspension and Reduction of Working Hours due to Force Majeure

14.10. The Legal Regime of Leave of Absence from Work

14.10.1. Concept and Typology
14.10.2. Forced Leave of Absence

14.10.2.1. Appointment or Election to Public Office
14.10.2.2. Union Positions
14.10.2.3. Effects

14.10.3. Leave of Absence for Child and Family Care

14.10.3.1. Assumptions
14.10.3.2. Effects

14.10.4. Voluntary Leave of Absence

14.10.4.1. Requirements
14.10.4.2. Effects

Module 15. Social Security

15.1. The Constitutional Model of Social Protection. The Social Security System

15.1.1. The Constitutional Model of Social Protection

15.1.1.1. Measures for the Protection of Social Needs
15.1.1.2. Social Security

15.1.2. Economic and Financial Regime of Social Security
15.1.3. Social Security Management

15.2. Persons and Contingencies Protected

15.2.1. Scope of Application of the System
15.2.2. Scope of Application of the General System
15.2.3. Registration of Employers
15.2.4. Affiliation of Employees

15.2.4.1. Enrollment and Unenrollment of Employees
15.2.4.2. Types of Enrollment
15.2.4.3. The Special Agreement as a Situation Assimilated to Enrollment
15.2.4.4. Effects of the Enrollment, Unenrollment and Communication of Employee Details

15.2.5. Effects of Improper Acts

15.3. Protected Persons and Contingencies II

15.3.1. Protected Situations
15.3.2. Occupational Accidents and Occupational Diseases
15.3.3. The Protective Action of the Social Security System
15.3.4. General Requirements for Entitlement to Contributory Benefits
15.3.5. Responsibility for Benefits
15.3.6. Automaticity of Benefits

15.4. Management and Financing (Part I)

15.4.1. Social Security Management

15.4.1.1. Management Entities

15.4.2. Common Services
15.4.3. Collaboration in Management

15.5. Management and Financing (Part II)

15.5.1. Economic and Financial Regime of Social Security
15.5.2. General Social Security Resources
15.5.3. Social Security Contributions

15.5.3.1. Bases and Types of Contributions

15.5.4. Collection

15.6. Economic Benefits: Subsidies and Pensions I

15.6.1. Introduction
15.6.2. Temporary Disability
15.6.3. Maternity
15.6.4. Paternity
15.6.5. Risk during Pregnancy and Breastfeeding
15.6.6. Care of Minors with Cancer or Other Serious Illnesses
15.6.7. Unemployment

15.7. Economic Benefits: Subsidies and Pensions II

15.7.1. Introduction
15.7.2. Contributory Benefits

15.7.2.1. Permanent Disability
15.7.2.2. Retirement
15.7.2.3. Death and Survivorship

15.7.3. Non-Contributory Benefits

15.7.3.1. Disability
15.7.3.2. Retirement

15.7.4. Family Benefits

15.8. The Health System. The Portfolio of Services and Medications

15.8.1. The Health System and Social Security
15.8.2. Evolution in the Protection of the Right to Health
15.8.3. Medicines and the Pharmaceutical Benefit
15.8.4. Insured and Beneficiaries of the Right to Health Care
15.8.5. Management of the Benefit

15.9. The Social Assistance System

15.9.1. Delimitation of the Concept. Social Assistance
15.9.2. Social Assistance within Social Security
15.9.3. Social Assistance External to the Social Security System
15.9.4. Social Services
15.9.5. The System for Autonomy and Care for Dependency

15.10. Pension Plans and Funds. Mutual Social Welfare Funds

15.10.1. Introduction
15.10.2. Voluntary Improvements
15.10.3. Mutual Benefit Societies. Pension Plans and Funds

Module 16. Termination of the Labor Relationship

16.1. Termination of the Employment Contract by the Joint Will of the Parties

16.1.1. Termination of Contract by Mutual Agreement of the Parties

16.1.1.1. Concept
16.1.1.2. Requirements
16.1.1.3. Effects

16.1.2. Termination of a Contract for Causes Validly Stated in the Contract: Concept and Requirements
16.1.3. Termination of the Contract due to Expiration of the Agreed Time or Performance of the Work or Service under Contract

16.2. Termination of the Employment Contract for Other Causes Related to the Parties to the Contract

16.2.1. Death, Retirement, Incapacity or Extinction of the Legal Personality of the Employer
16.2.2. Death, Retirement or Disability of the Employee

16.3. Voluntary Termination or Termination of the Employee

16.3.1. Concept of Resignation and Abandonment
16.3.2. Resignation with Notice
16.3.3. Notice of Resignation
16.3.4. Formal Aspects and Effects
16.3.5. Resignation of Senior Management Personnel

16.4. Termination of the Employment Contract at the Employee's will due to a Breach of Contract by the Company.

16.4.1. Termination of the Contract for Breach of Contract by the Company: Causes

16.4.1.1. Substantial Modifications that Are Detrimental to the Employee's Dignity
16.4.1.2. Non-Payment or Continuous Delays
16.4.1.3. Other Serious Business Breaches

16.4.2. Procedure
16.4.3. Effects

16.5. Disciplinary Dismissal

16.5.1. Concept and Characteristics
16.5.2. Causes

16.5.2.1. Repeated Absences in Attendance or Punctuality
16.5.2.2. Indiscipline or Disobedience in the Workplace
16.5.2.3. Verbal or Physical Offenses
16.5.2.4. Breach of Contractual Good Faith and Abuse of Trust in the Performance of Work
16.5.2.5. Continuous and Voluntary Decrease in Performance
16.5.2.6. Habitual Drunkenness or Drug Addiction
16.5.2.7. Discriminatory Harassment of the Employer or Persons Working in the Company

16.5.3. Form and Procedure

16.5.3.1. The Letter of Dismissal
16.5.3.2. The Effective Date
16.5.3.3. Notification of Dismissal to the Employee

16.5.4. The Disciplinary Dismissal Procedure in the Case of Workers' Legal Representatives

16.6. Termination of the Employment Contract for Objective Causes: Objective Dismissal

16.6.1. Concept and Legal Regime
16.6.2. Causes

16.6.2.1. Worker Ineptitude
16.6.2.2. Lack of Adaptation to Technical Changes in the Workplace
16.6.2.3. Economic, Technical, Organizational and Production Causes
16.6.2.4. Insufficient Budgetary Appropriation

16.6.3. Formal and Procedural Requirements

16.6.3.1. The Provision of Compensation
16.6.3.2. The Letter of Dismissal
16.6.3.3. The Notice Period and the Hours of Leave to Find Employment

16.6.4. Priority of Permanence

16.7. Collective Dismissal

16.7.1. Concept and Characteristics
16.7.2. Causes

16.7.1.1. Economic Reasons
16.7.1.2. Organizational Causes
16.7.1.3. Technical Reasons
16.7.1.4. Productive Causes

16.7.3. Scope of the Impact of the Causes: Benchmarks
16.7.4. The Procedure

16.7.4.1. Collective Phase of Collective Dismissal: Consultation Period and Negotiation Process
16.7.4.2. Individual Phase of Collective Dismissal

16.7.5. Brief Reference to Collective Dismissal in Bankrupt Companies

16.8. Dismissal due to Force Majeure

16.8.1. Concept of Force Majeure
16.8.2. Procedure
16.8.3. Effects

16.9. Termination of Employment Contracts for Public Administration Employees

16.9.1. Termination due to Contract Termination
16.9.2. Disciplinary Dismissal of Public Administration's Labor Personnel.
16.9.3. Dismissal for Objective Causes
16.9.4. Collective Dismissal

16.10. Termination of the Contract of Senior Management Employees

16.10.1. Withdrawal by the Manager
16.10.2. Dismissal ad nutum or without Cause
16.10.3. Dismissal for Disciplinary Reasons
16.10.4. The Golden Parachute Clauses or Indemnity Clauses in Favor of Executives
16.10.5. Extinction in Bankruptcy Proceedings

Module 17. Freedom of Association and Company Representation Model

17.1. Trade Union Rights and their Constitutional Recognition

17.1.1. The International Model: The I.T.O. Doctrine. As a World Standard for the Legal Regulation of the Trade Union Phenomenon

17.2. Greater Union Representativeness

17.2.1. Electoral Hearing
17.2.2. Irradiation

17.3. Protection of Freedom of Association

17.3.1. Challenges to Union Bylaws
17.3.2. The Special Process for the Protection of Trade Union Rights
17.3.3. Constitutional Judicial Protection
17.3.4. Administrative Protection of Freedom of Association
17.3.5. International Protection of Freedom of Association

17.4. Representation of Collective Interests and Social Concertation

17.4.1. Legitimized Parties
17.4.2. Functions of Institutional Participation
17.4.3. Social Dialogue
17.4.4. Participation in Tripartite Bodies

17.5. Freedom of Association and Collective Bargaining

17.5.1. Structure of Collective Negotiation
17.5.2. Statutory Collective Negotiation
17.6.3. Extra-Statutory Collective Bargaining and Other Types of Negotiation
17.6.4. Framework Agreements
17.6.5. Negotiated Internal Flexibility Mechanisms and Company Collective Bargaining Agreements

17.7. Union Organization and Action in the Company and in the Public Administrations

17.7.1. Company Union Sections and Union Delegates:
17.7.2. Legal Regime: Scope and Legal Types
17.7.3. Functions and Competencies
17.7.4. Guarantees for Union Representatives in the Company
17.7.5. Union Representation in the Civil Service

17.8. Elective Representation of Workers in the Company

17.8.1. Unitary Representation
17.8.2. Company Committee
17.8.3. Personnel Delegates
17.8.4. Intercenter Committee
17.8.5. Procedure for the Election of Workers' Representatives

17.9. Attributions and Competencies of Institutionalized Representation

17.9.1. Guarantees of Workers' Representatives
17.9.2. Liability of Workers' Representatives: the Duty of Confidentiality

17.10. Other Legal Representations

17.10.1. Ad hoc Committees
17.10.2. Prevention Delegates and Health and Safety Committee
17.10.3. Representations on European Works Councils

Module 18. Company Agreements and Conflict Resolution Measures

18.1. The Statutory Collective Agreement

18.1.1. Concept and Nature of the Collective Agreement
18.1.2. Types of Collective Agreements
18.1.3. Scope of Application of Collective Agreements

18.2. The Statutory Collective Agreement and the Negotiation Process

18.2.1. Parties to the Collective Agreement, Authority and Parties Bound by the Agreement
18.2.2. Procedure for Drawing Up the Collective Agreement
18.2.3. Content and Limits of the Collective Agreement

18.3. The Statutory Collective Agreement and its Temporary Application

18.3.1. Duration of the Collective Agreement
18.3.2. Ultraactivity
18.3.3. Non-Application of Collective Agreements

18.4. Relationships between Agreements

18.4.1. The Concurrence of Collective Agreements
18.4.2. Adherence to and Extension of Collective Agreements

18.5. Company Agreements

18.5.1. Types of Corporate Agreements
18.5.2. Subsidiary Corporate Agreements
18.5.3. Modifying Corporate Agreements
18.5.4. Production Reorganization Corporate Agreements
18.5.5. Informal Corporate Agreements or Covenants
18.5.6. Corporate Agreements Procedure

18.6. Autonomous Dispute Resolution Procedures

18.6.1. Mediation
18.6.2. Reconciliation
18.6.3. Arbitration

18.7. The Procedural Modality of Collective Disputes or Global Framework Agreements and Collective Community Negotiation

18.7.1. Parties Entitled to Bring the Action
18.7.2. Vicissitudes of this Special Modality
18.7.3. Effects of the Judgment

18.8. The Right to Strike: Ownership and Typology

18.8.1. Ownership of the Right to Strike
18.8.2. The Civil Servants' Strike
18.8.3. Strike Modalities

18.9. The Procedure to Carry Out the Strike

18.9.1. Call for Strike
18.9.2. Administration of the Strike: Strike Committee
18.9.3. Termination of the Strike

18.10. Effects of the Strike and Limits to Its Exercise

18.10.1. Effects of the Strike
18.10.2. Security and Maintenance Services
18.10.3. Minimum Services

Module 19. Labor Law

19.1. The Sources of Labor Law

19.1.1. The Normative Sources of the Labor Law. Introduction
19.1.2. International Sources

19.1.2.1. The Normative Role of the International Labor Organization
19.1.2.2. The Normative Function of the European Union. Community Law
19.1.2.3. Agreed International Law. Bilateral and Multilateral Conventions

19.2. The Worker

19.2.1. Introduction
19.2.2. The Characteristics of the Employment Relationship

19.2.2.1. Very Personal Nature
19.2.2.2. Willingness
19.2.2.3. Dependency
19.2.2.4. Adjacency
19.2.2.5. Remuneration

19.2.3. Labor Relationships of a Special Nature

19.2.3.1. Family Home Service
19.2.3.2. Prisoners in Penitentiary Institutions
19.2.3.3. Professional Athletes
19.2.3.4. Performers in Public Shows
19.2.3.5. Individuals that Participate in Commercial Transactions on Behalf of One or More Business Owners without Assuming the Risk and Chance of the Transactions: Commercial Representatives
19.2.3.6. Persons with Disabilities Working in Special Employment Centers
19.2.3.7. Port Dockers
19.2.3.8. The Residency for the Training of Specialists in Health Sciences
19.2.3.9. Lawyers who Provide Services in Law Firms, Individual or Collective

19.2.4. Excluded Jobs

19.2.4.1. Civil Servants and Statutory Personnel in the Service of the Administration
19.2.4.2. Compulsory Personal Benefits
19.2.4.3. Board Members of Corporate Companies
19.2.4.4. Friendly, Benevolent or Neighborly Work
19.2.4.5. Family Jobs
19.2.4.6. Commercial Brokerage with Assumption of Risk
19.2.4.7. Transportation Service
19.2.4.8. Work Performed on One's Own Account

19.3. The Employer and the Company

19.3.1. The Businessman. Concept and Legal Nature
19.3.2. Corporate Subrogation
19.3.3. Groups of Companies
19.3.4. Productive Decentralization. Contracts and Subcontracts for Works and Services

19.3.4.1. The Different Assumptions of Liability in Wage and Social Security Matters
19.3.4.2. Production Outsourcing and Health and Safety in the Work Environment
19.3.4.3. Duties of Information, Consultation and Participation in the Context of Works or Services Contracts

19.3.5. Illegal Assignment of Workers

19.3.5.1. Concept and Description of the Phenomenon
19.3.5.2. Consequences of Illegal Assignment

19.3.6. Temporary Employment Agencies

19.3.6.1. The Civil or Commercial Commitment between the Temporary Employment Agency and the User Company. The Contract for the Provision of Services
19.3.6.2. The Employment Relationship between the Temporary Employment Agency and the Temporary Employee. The Employment Contract
19.3.6.3. The Special Situation of the Worker in the User Company

19.4. The Employment Contract

19.4.1. The Employment Contract. Concept and Basic Characteristics
19.4.2. Formalities of the Employment Contract

19.4.2.1. Consent, Object and Cause
19.4.2.2. Capacity to Hire
19.4.2.3. The Form of the Contract
19.4.2.4. The Validity of the Contract. Total and Partial Nullity of the Labor Relationship
19.4.2.5. Simulation of the Employment Contract

19.4.3. The Probationary Period
19.4.4. Main Contractual Modalities

19.4.4.1. Indefinite-Term Contracts
19.4.4.2. Fixed-Term Contracts
19.4.4.3. Training Contracts
19.4.4.4. Other Contractual Modalities

19.5. Basic Labor Rights and Duties

19.5.1. Basic Employee Rights and Duties

19.5.1.1. Rights
19.5.1.2. Responsibilities

19.5.2. Basic Rights and Duties of the Employer

19.5.2.1. The Power of Management
19.5.2.2. Disciplinary Power

19.6. Occupational Risk Prevention

19.6.1. Introduction
19.6.2. The Guarantee of Protection against Occupational Risks. The Principles of Preventive Action
19.6.3. The Prevention Plan. Risk Assessment and Planning of Mentoring Activities
19.6.4. Work Equipment and Means of Protection
19.6.5. Information, Consultation and Participation of Workers
19.6.6. Employee Training
19.6.7. Emergency Measures
19.6.8. Serious and Imminent Risk
19.6.9. The Duty of Health Surveillance
19.6.10. Responsibilities of a Documentary Nature
19.6.11. Coordination of Business Activities
19.6.12. The Unique Attention Given to Certain Groups

19.6.12.1. Workers Particularly Sensitive to Certain Risks
19.6.12.2. Motherhood
19.6.12.3. Minors
19.6.12.4. Workers in Temporary Employment Relationships or made available by a Temporary Work Agency

19.6.13. The Responsibilities of the Workforce in Relation to the Prevention of Occupational Risks

19.7. Salary

19.7.1. Salary

19.7.1.1. Concept and Characteristics
19.7.1.2. Form of Payment: Cash or in Kind
19.7.1.3. Salary Structure
19.7.1.4. Wage Settlement and Payment
19.7.1.5. Compensation and Absorption of Salaries
19.7.1.6. Wage Guarantees
19.7.1.7. Extraordinary Bonuses

19.7.2. Non-Wage Payments

19.7.3. The Principle of Equality and Non-Discrimination on the Ground of Sex in the Accrual and Payment of Compensation
19.7.4. The Right to Economic Advancement

19.8. The Working Time

19.8.1. Working Hours

19.8.1.1. The Ordinary Working Day
19.8.1.2. Overtime
19.8.1.3. Special Working Days
19.8.1.4. Reductions in Working Hours Provided for in the Workers' Statute

19.8.2. Night Work and Shift Work

19.8.2.1. Night Work
19.8.2.2. Shift Work

19.8.3. Holidays, Leaves of Absence and Annual Vacations

19.8.3.1. Holidays
19.8.3.2. Leaves of Absence
19.8.3.3. Annual Vacations

19.8.4. The Working Calendar

19.9. Novation of the Employment Contract

19.9.1. Functional Mobility
19.9.2. Geographic Mobility

19.9.2.1. Geographic Mobility at the Request of the Employer
19.9.2.2. Geographic Mobility at the Request of the Employee

19.9.3. Substantial Modification of Working Conditions

19.9.3.1. First Requirement: Concurrence of a Justifying Cause
19.9.3.2. Second Requirement: Subject Matter to be Changed
19.9.3.3. Third Requirement: Procedure to Be Followed

19.9.4. Modification of the Conditions Established in a Statutory Collective Agreement

19.10. Suspension and Termination of Employment Contracts

19.10.1. Suspension of the Employment Contract

19.10.1.1. Maternity, Paternity, Adoption, Foster Care and Risk during Pregnancy
19.10.1.2. Leaves of Absence
19.10.1.3. Suspension of the Employment Contract due to Economic, Technical, Organizational or Production Causes
19.10.1.4. Suspension of the Contract due to Force Majeure

19.10.2. Termination of the Employment Contract

19.10.2.1. Termination due to Unilateral Will of the Employee
19.10.2.2. Termination by Unilateral Will of the Employer: Dismissal

Module 20. Collective Labor Law

20.1. Collective Autonomy and Labor Relations System

20.1.1. Collective Autonomy: Concept and Structural Elements
20.1.2. The Three-Dimensional Structure of Collective Autonomy and its Reflection: Freedom of Association and the Right to Strike
20.1.3. The Right to Collective Negotiation

20.2. Freedom of Association

20.2.1. The Constitutional Configuration of Freedom of Association
20.2.2. Ownership of the Right to Freedom of Association
20.2.3. Content of the Right to Freedom of Association

20.3. Legal Regime of the Union

20.3.1. Incorporation and Acquisition of Legal Personality
20.3.2. Internal Functioning of the Syndicate and Economic Regime
20.3.3. The Union's Responsibility

20.4. Business Associations

20.4.1. The Employer and Union Structure
20.4.2. Union Representation: Most Representative Unions
20.4.3. Employer Representation Structure, Criteria and Determination of Attributions

20.5. The Representation and Collective Action of Workers in the Company

20.5.1. The Dual Channel of Representation in the Company
20.5.2. Unitary Representation: Personnel Delegates and Works Councils
20.5.3. Union Elections
20.5.4. The Right to Assemble in Companies: Workers' Assemblies

20.6. Collective Negotiation

20.6.1. Constitutional and Legal Recognition of the Right to Collective Negotiation
20.6.2. Negotiations and Collective Labor Agreements: Classification and Typology
20.6.3. Collective Negotiation Structure and Agreement Concurrency

20.7. The Dynamics of Collective Negotiation of General Effectiveness: Preparation, Term and Application of Agreements

20.7.1. Negotiating Parties: Capacity and Legitimacy
20.7.2. Negotiation Process: the Duty to Negotiate
20.7.3. Formal Requirements and Control of Legality: Challenging the Agreement
20.7.4. Application and Interpretation of the Agreement: Basic Issues
20.7.5. The Term of the Agreement
20.7.6. Adherence and Extension of the Agreement

20.8. Collective Conflict

20.8.1. Concept and Types of Collective Disputes
20.8.2. Constitutional Regulation of Collective Disputes
20.8.3. Collective Action by Workers and Employers in Collective Disputes

20.9. The Strike

20.9.1. Constitutional Recognition of the Right to Strike: Ownership and Content
20.9.2. The Exercise of the Right to Strike: Formal Issues. The Strike Committee
20.9.3. Types of Strikes: Illegal Strikes and Abusive Strikes
20.9.4. The Effects of the Strike

Module 21. Social Security Law

21.1. Risk Protection

21.1.1. Social Risks
21.1.2. Risk Protection Techniques and Their Evolution
21.1.3. Social Security as a Paradigmatic Example of the Welfare State's Welfare Benefit Activity
21.1.4. The Constitutional Configuration of the Social Security System

21.2. System Structure and Composition

21.2.1. The Two Levels of Protection
21.2.2. The Division by Regimes
21.2.3. The Scope of Application of the General Regime
21.2.4. The Consequences of an Incorrect Framing of the Market
21.2.5. The Effects of Double Framing

21.3. The Legal Relationship with Social Security

21.3.1. Employer Registration
21.3.2. Affiliation
21.3.3. Enrollment
21.3.4. Unenrollment
21.3.5. The Administrative and Criminal Consequences of Late Discharge or Lack of Discharge
21.3.6. The Special Agreement with Social Security

21.4. The Financing of the Social Security System

21.4.1. The Different Financing Systems
21.4.2. The Obligation to Contribute
21.4.3. The Administrative and Criminal Consequences of Non-Compliance with the Obligation to Contribute
21.4.4. Settlement of Quotas
21.4.5. Social Security Collection

21.5. The General Rules of Protective Action

21.5.1. The Causal Risks (Occupational Accidents and Occupational Diseases)
21.5.2. The Privileged Treatment of Occupational Risks
21.5.3. Types of Social Security Benefits
21.5.4. General Requirements for Access to the Protective Action (the Requirement of Registration and the Requirement of Deficiency)

21.6. The Amount of Benefits

21.6.1. The Dynamics of Benefits (Recognition, Payment and Termination)
21.6.2. Liability for Benefits
21.6.3. Benefit Guarantees

21.7. Disability Protection

21.7.1. The Effects of Disability in the Workplace
21.7.2. Temporary Disability Benefit
21.7.3. Compensation for Non-Disabling Permanent Injuries
21.7.4. Permanent Disability
21.7.5. Pension for Permanent Disability

21.8. Benefits in Connection with the Birth or Adoption of a Child

21.8.1. The Allowance for Risks during Pregnancy or Breastfeeding
21.8.2. The Co-Responsibility Allowance for Infant Care
21.8.3. Birth and Custodial Care Benefits
21.8.4. The Allowance for the Care of Critically Ill Children

21.9. Retirement Pension

21.9.1. Ordinary Retirement
21.9.2. Early Retirement
21.9.3. Late Retirement
21.9.4. Cases of Compatibility between Work and Pension (Partial Retirement, Active Retirement and Flexible Retirement)

21.10. Protection Against Job Loss

21.10.1. Contributory Unemployment Benefits
21.10.2. Unemployment Benefits
21.10.3. Termination Benefits for Self-Employed Professionals

Module 22. Performance Management and Compensation Policy

22.1. Introduction to Performance Management and Management by Objectives

22.1.1. The Impact of the Digital Era on Professional Performance
22.1.2. Digital Transformation in Companies
22.1.3. New Human Resources Policies in the Digital Era
22.1.4. New Work Environments
22.1.5. Performance Evaluation: What Is It and What Is It For?
22.1.6. Performance Evaluation Models

22.2. The Performance Management Cycle

22.2.1. New Work Environments
22.2.2. Phases of the Performance Management Cycle
22.2.3. Models in Work Systems

22.3. Performance Planning

22.3.1. Initial Design of the Performance Evaluation: Company Analysis
22.3.2. Setting Individual and Group Objectives
22.3.3. Performance Metrics
22.3.4. Competency-Based Evaluation Systems

22.4. Performance Monitoring

22.4.1. Management of the Corporate Talent Map
22.4.2. Individual and Group Action Plan Monitoring Mechanisms: Observation Techniques, Coaching and Feedback
22.4.3. Recognition Plans

22.5. Performance Evaluation

22.5.1. Key Points in Performance Appraisal: Objectives, Competencies and Project/Team
22.5.2. Definition of Evaluation Scales and Parameters of Excellence
22.5.3. The Application of the Evaluation

22.6. Underperformance Management

22.6.1. Observation Techniques
22.6.2. Incentive Motivation and Coaching Methodologies
22.6.3. Recovery Plan

22.7. Remuneration Policy

22.7.1. Regulation of Work and Remuneration
22.7.2. Establishment of the General Compensation System
22.7.3. Variable Remuneration
22.7.4. Control Systems

22.8. Legal and Labor Aspects of Remuneration

22.8.1. Legal Framework
22.8.2. Application

22.9. Annual Planning of Performance Plans

22.9.1. Design and Development of an Annual Performance Plan
22.9.2. Result Analysis

22.10. Additional Compensation Aspects

22.10.1. Pension Plans
22.10.2. Other Special Situations

Module 23. Outsourcing, Self-Employment and Special Labor Relations

23.1. Flexibility and Occupational Flexicurity

23.1.1. Introduction to Labor Market Rigidity and Flexibility
23.1.2. Flexicurity Concept
23.1.3. Types of Flexibility and Agreements between Parties
23.1.4. Freedom of Contract

23.2. Substantial Modification in Labor Relationships

23.2.1. Labor Relations: Basic Concepts
23.2.2. Substantial Changes by the Employer
23.2.3. Substantial Changes by the Employee

23.3. Suspension of the Labor Relationship

23.3.1. Concept of the Suspension of the Labor Relationship
23.3.2. Causes and Types
23.3.3. Implications for Labor Regulations: Illegal Assignment of Workers

23.4. Flexibility Strategies in Hiring

23.4.1. Part-Time Employment
23.4.2. Contracting on a Permanent-Discontinuous Basis
23.4.3. Incorporation of Teleworking into the Workday

23.5. Outsourcing

23.5.1. Conceptual Introduction and Operation
23.5.2. Regulatory Procedure

Module 24. Occupational Health, Protection and Prevention

24.1. Basic Concepts

24.1.1. Concept of Occupational Health, Prevention and Protection
24.1.2. Contextualization in a Healthy Company

24.2. Legal Framework for Occupational Health and Safety and Occupational Risk Prevention

24.2.1. International and European legal Framework
24.2.2. Public Policy Mechanisms in the Prevention of Occupational Risks

24.3. Rights and Obligations Involved in Occupational Health

24.3.1. Corporate Rights and Obligations
24.3.2. Employee Rights and Obligations

24.4. Planning and Organization of Preventive Activities

24.4.1. Prevention and Protection in the Company's Management System

24.5. Elaboration of a Comprehensive Corporate Prevention Plan

24.5.1. Risk Detection
24.5.2. Design of Corrective Measures
24.5.3. Prevention Plan Protocol

24.6. Worker Representation in Health and Safety Policies

24.6.1. Legal Representation of Workers
24.6.2. The Figure of the Occupational Risk Prevention Technician
24.6.3. The Figure of the Preventive Resource in the Company

24.7. Legal Responsibilities

24.7.1. Legal Implications in Cases of Non-Compliance

24.8. Preventive Techniques

24.8.1. Concept of Preventive Technique
24.8.2. Procedures of Preventive Techniques according to Type of Risk

Module 25. Occupational Risk Prevention: Obligations and Responsibilities

25.1. The Preventive Obligation

25.1.1. General Content, Scope and Limits
25.1.2. Instrumental Obligations
25.1.3. Evaluation and Planning of Preventive Activities
25.1.4. Training and Information Obligations
25.1.5. Obligation to Provide Work Equipment and Means of Protection
25.1.6. Documentation Requirement
25.1.7. Obligations to Record and Notify Occupational Accidents and Occupational Illnesses
25.1.8. Serious and Imminent Risk

25.2. The Specific Obligation of Health Surveillance

25.2.1. Subjects in Charge. Time of Materialization
25.2.2. The Voluntariness Principle and its Exceptions
25.2.3. The Results of Health Surveillance: Access to and Confidentiality of Information

25.3. The Specific Obligation of Coordination of Business Activities

25.3.1. Obligations in the Event of Concurrency of Activities
25.3.2. Contracts and Subcontracts
25.3.3. The Special Regulation of the Construction Sector

25.4. Obligation to Protect Certain Groups of Professionals

25.4.1. Particularly Sensitive Workers, Pregnant and Breastfeeding Women, Temporary Workers and Temporary Agency Workers
25.4.2. Risk Prevention in Self-Employment

25.5. The Obligation to Prevent Psychosocial Risks

25.5.1. Types of Psychosocial Risks
25.5.2. Preventive Measures
25.5.3. Digital Disconnection as a Worker Health Protection Formula

25.6. Harassment at Work as an Occupational Hazard

25.6.1. Mobbing
25.6.2. Sexual Harassment and Harassment Based on Sex
25.6.3. Differences with Labor Disputes
25.6.4. Prevention Obligation and Preventive Measures

25.7. Administrative Liability in Occupational Risk Prevention Matters

25.7.1. Principles of the Administration's Sanctioning Powers
25.7.2. Responsible Parties
25.7.3. Infringements and Penalties in Occupational Health and Safety Matters
25.7.4. The Administrative Sanctioning Procedure
25.7.5. The Infringement Report as a Precondition for the Initiation of the Sanctioning Proceeding

25.8. Criminal Liability in the Field of Occupational Risk Prevention

25.8.1. Specific and Generic Occupational Risk Prevention Offenses
25.8.2. Concurrent Offense Situations
25.8.3. Compatibility of Criminal Liability with Other Liabilities
25.8.4. Subjective Scope of Criminal Liability
25.8.5. The Legal Entity as a Criminally Liable Party
25.8.6. Criminal Liability of Directors, Executives and Employees

25.9. Civil Liability

25.9.1. Nature of Civil Liability Arising out of Occupational Accidents and/or Occupational Diseases
25.9.2. Employer's Liability for the Acts of its Employees
25.9.3. Responsibility for the Coordination of Activities: Decentralization of Production and Responsibility of Contractors and Subcontractors
25.9.4. Group Liability
25.9.5. Responsibilities of Manufacturers and Suppliers

25.10. Social Security Liabilities

25.10.1. The Benefits Surcharge and Its Compatibility
25.10.2. Concept and Nature
25.10.3. Responsible Parties

Module 26. The Labor Process: Declarative Tutelage (General Part and Procedural Modalities)

26.1. The Social Jurisdiction: Organs and Competencies

26.1.1. Regulatory Sources of the Social Jurisdiction
26.1.2. Jurisdiction of the Social Jurisdiction
26.1.3. Out-of-Court Settlement
26.1.4. The Different Courts of the Social Jurisdiction, Functional and Territorial Jurisdiction

26.2. The Proceeding Parties

26.2.1. Concept, Capacity, Legitimacy
26.2.2. Proceedings with Plurality of Parties
26.2.3. Intervention of the Wage Guarantee Fund

26.3. Process Avoidance

26.3.1. Acts Prior to the Process
26.3.2. Reconciliation
26.3.3. Preliminary Claim

26.4. Initiation of the Declaratory Judgment

26.4.1. Preparatory Acts and Anticipation of Evidence
26.4.2. Preventive Measures and Preventive Attachment
26.4.3. The Lawsuit: Filing, Admission, and Correction of the Lawsuit
26.4.4. Accumulation of Actions and Proceedings
26.4.5. Payment Order Procedure

26.5. The Oral Trial

26.5.1. Concept of the Oral Trial and Pre-Trial Proceedings
26.5.2. Judicial Conciliation
26.5.3. Arguments of the Parties
26.5.4. Proposition and Evidence Gathering
26.5.5. Conclusions

26.6. Dismissal Challenge

26.6.1. Action Forfeiture
26.6.2. The Requisites of the Claim
26.6.3. The Sentence and the Qualification of the Dismissal
26.6.4. The Effects of the Declaration of Justifiable Dismissal
26.6.5. The Effects of the Declaration of Unfair Dismissal
26.6.6. The Effects of a Declaration of Invalid Dismissal

26.7. Challenging Disciplinary Sanctions

26.7.1. The Invalidity of the Sanction
26.7.2. Confirmation of the Sanction
26.7.3. Total Revocation of the Sanction
26.7.4. Partial Revocation of the Sanction
26.7.5. Non-Appealability of the Judgment and its Exceptions

26.8. Termination of the Contract for Objective Causes

26.8.1. The Process for Termination due to Objective Causes
26.8.2. Collective Dismissals for Economic, Organizational, Technical or Production Causes

26.9. Procedural Modalities Related to the Development of the Employment Contract

26.9.1. The Vacation Process
26.9.2. The Professional Classification Procedure
26.9.3. The Procedure for Geographic Modification, Substantial Modification of Working Conditions and Reduction of Working Hours due to Economic, Technical, Organizational or Production Causes
26.9.4. The Process for Breastfeeding and Family Leave and Reduced Working Hours

26.10. Social Security Processes

26.10.1. Legitimized Parties
26.10.2. Preliminary Claim and Exhaustion of Preliminary Proceedings
26.10.3. Demand
26.10.4. Effects of the Judgment

Module 27. The Labor Process: Means of Challenge and Enforceability Protection

27.1. Means of Challenge

27.1.1. General Considerations

27.2. Appeal for Reconsideration

27.2.1. Resolutions Subject to Appeal
27.2.2. Procedure
27.2.3. Effects of the Rejection and Estimation of the Appeal for Reconsideration

27.3. Appeal of Complaint

27.3.1. Resolutions Subject to Appeal
27.3.2. Procedure
27.3.3. Effects of the Rejection and Estimation of the Complaint Appeal

27.4. Appeals for Review

27.4.1. General Considerations
27.4.2. Resolutions Subject to Appeal
27.4.3. Procedure
27.4.4. Effects of the Dismissal and Upholding of the Appeal for Review

27.5. Cassation Appeal

27.5.1. General Considerations
27.5.2. Resolutions Subject to Appeal
27.5.3. Processing of the Appeal before the Social Division of the Supreme Court
27.5.4. Effects of the Rejection and Estimation of the Appeal in Cassation

27.6. The Appeal for the Unification of Doctrine

27.6.1. General Considerations
27.6.2. Resolutions Subject to Appeal
27.6.3. Substantive Requirements of the Contradiction
27.6.4. Processing of the Appeal

27.7. General Considerations in Labor Enforcement

27.7.1. Executive Titles
27.7.2. The Competent Judicial Body
27.7.3. Legal Standing in the Enforcement Process
27.7.4. Execution Procedure

27.8. Ordinary Executions

27.8.1. General Considerations
27.8.2. The Seizure of Goods: Concept, Phases and Incidences in the Seizure of Goods
27.8.3. The Procedure for the Enforced Execution of Foreclosed Assets
27.8.4. Payment to Creditors
27.8.5. Corporate Insolvency

27.9. Special Executions

27.9.1. Execution of Dismissal Judgments
27.9.2. Enforcement of Judgments against Public Entities
27.9.3. Collective Executions

27.10. Provisional Execution

27.10.1. General Considerations
27.10.2. Provisional Enforcement of Judgments for the Payment of Sums of Money
27.10.3. Provisional Enforcement of Social Security Sentences
27.10.4. Provisional Enforcement of Dismissal Judgments

Module 28. Change Management

28.1. Organizational Changes

28.1.1. Workplace Strategy and Motivation
28.1.2. Study of Methods and Work Measurement

28.2. Performance Evaluation

28.2.1. Performance Concept
28.2.2. Performance Measurement and Evaluation Systems

28.3. Development of High-Performance Teams

28.3.1. Personal Factors and Motivation for Successful Work
28.3.2. Integrating a High Performance Team
28.3.3. People and Business Change and Development Projects
28.3.4. Financial Keys for HR: Business and People

28.4. Workgroup Management

28.4.1. Group Synergy
28.4.2. The Group's Life Cycle
28.4.3. Groups and Motivation
28.4.4. Groups and Innovation

28.5. Group Dynamics

28.5.1. The Roles of People in Groups
28.5.2. Group Leadership
28.5.3. Group Rules
28.5.4. Group Cohesion

28.6. Responsibility and Group Management

28.6.1. Decision Making
28.6.2. Unconscious Reasons in Decision Making
28.6.3. Personal Responsibility and Accountability

28.7. Managing People in the Digital Age

28.7.1. Impact of IT on Intellectual Capital
28.7.2. Information Processing in Big Data Management (BigData HR)
28.7.3. Reputation in Social Networks and Personal Branding

28.8. Human Resources and Total Quality

28.8.1. Quality Costs
28.8.2. The Importance of Data Quality
28.8.3. From Total Quality to Innovation

28.9. Business Communication Processes

28.9.1. Company Communication
28.9.2. Types of Communication: Internal and External
28.9.3. Business Communication in Digital Environments

Module 29. Complementary Social Protection and Social Action in the Company

29.1. Social Protection Policies

29.1.1. Social Policy in the Social Welfare System
29.1.2. Types of Social Policies according to Administrative Designs
29.1.3. Social Policy vs. Social Work

29.2. Theories of Social Action

29.2.1. Social Action in Sociological Theory
29.2.2. Weber's Theory of Social Action
29.2.3. Sociology within Social Action

29.3. Corporate Social Action

29.3.1. Concept and Characteristics of Social Benefits
29.3.2. Loans and Advances
29.3.3. Labor Commissaries
29.3.4. Soup Kitchens and Indirect Formulas
29.3.5. Collective Transportation Service
29.3.6. Childcare and Other Occupational Benefits

29.4. Social Action Plans

29.4.1. Organizational Culture and Social Action Strategies
29.4.2. Internal and External Spheres of Action
29.4.3. Design and Planning of Social Action in the Company

29.5. The Social Dimension in the Company

29.5.1. The Company and its Environment: Social Analysis
29.5.2. Socially Based Information in the Enterprise
29.5.3. Evaluation of Corporate Social Action Strategies

29.6. Complementary Social Protection in the Company

29.6.1. Complementary Social Protection Mechanisms of Voluntary Origin
29.6.2. Supplementary Social Security Benefits and Their Relationship with Social Security

29.7. Employer's Social Protection

29.7.1. The Role of the Employer in Social Protection Systems
29.7.2. Mutuals and Social Security
29.7.3. Improvements Managed through Instruments External to Company Assets: Pensions

29.8. Voluntary Social Welfare

29.8.1. Concept and Characteristics of Voluntary Improvements
29.8.2. Legislative Origins
29.8.3. Types of Voluntary Improvements
29.8.4. The Legal Nature of Voluntary Improvements

29.9. Collective Social Security

29.9.1. Concept, Types and List of Protective Benefits
29.9.2. Protective Action Chart
29.9.3. Revaluation and Minimum Supplements

29.10. Pension Funds and Plans

29.10.1. Regime and Legal Configuration
29.10.2. Legal and Financial Regime
29.10.3. Legal Regime
29.10.4. Infringements and Penalties

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