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Postgraduate Course in Clinical Management
Program curriculum and final degree
I. Clinical Management (35 hours)
1. Healthcare and Clinical Management: the influence of political behaviour.
- The levels of management
- The political dimension of healthcare and clinical management.
- Tools for knowledge of political behaviour: trust-agreement matrix and political skills matrix and their typology.
- Citizens: their influence on the shaping of policies.
2. Healthcare Management Specificities.
- Healthcare system agents.
3. The beginning of Management: Planning.
- Strategic and tactical planning. Programming.
- Environment analysis: SWOT.
Case no. 1: Hospice of the Sisters of Charity (group work).
4. Management framework: the Organisation.
- Organisations and systems.
- Structure of organisations.
- Matrix, network and learning-oriented organisations.
Case no. 2: CAHOS (critical discussion article)
5. Interpersonal aspects of administration: the Management.
- Motivation and incentives.
- Management styles.
- Entrepreneurs vs. Executives vs. Leaders.
- The management in the administration of services
Case no. 3: The maternity unit of Hospital de Santa Ursula (group work)
6. The essence of Management: Coordination
- Mechanisms and types of coordination.
- The committee.
Case no. 4: Crisis of beds in Hospital X: an outbreak of infection (role playing)
7. Control and auditing in Health Services
- Quality control in a clinical service.
- Cost control.
- The medical audit.
Case no. 5: The baker (group work) Case no. 6: The Primary Healthcare Team of La Esperanza (group work)
8. Change in Healthcare Organisations: the management imperative.
- Types of change.
- Sources and causes of resistance to change.
- How to introduce changes? Keys to success.
- The revolution in services: the triangle of services. The "back office" and the "front office".
- Human capital and social capital.
- Network organisations.
Case no. 7: "Hospital Karolinska"
9. The special nature of Health Services: The professionals.
- Doctors and managers
10. The patient
- Is the client always right?
- Opinion, perception and trust in the healthcare system
11. How Clinical Management fits into the organisation
- Starting point: the division between effectiveness and efficacy
- How clinical management fits into the organisation.
- Coordination between healthcare levels
- Disease management programmes
- Capitated financing
- Primary healthcare orientation
- Social rules of the game: the case of the pharmaceutical industry
- Organisational forms: self-employed and employee varieties and competition – not necessarily market – between them
- Individual incentives
- Lines of progress:
- Digitalised integration
- Payment by results
12. Changes for a new management model in the environment
- Clinical management of the environment
- Clinical management from common sense
- (Auto) Questions necessary (essential) to begin to change
13. The experience of Clinical Management from a Medical Administration
II. Healthcare Quality Management (25 hours)
- Basic concepts and historical evolution.
- Continuous improvement of quality.
2. Assessment methodology and improvement of quality
- Identification and prioritisation of problems.
- Causal analysis. Qualitative methods.
- Study design
- Analysis of results and corrective measures. Change strategies and management.
3. Quality management.
- General concepts.
- Process-based management.
- Types of processes.
- Management of processes.
- Management of healthcare processes: clinical pathways, clinical trajectories, care plans, etc.
- Quality criteria, monitoring of indicators.
4. Quality assessment and improvement instruments
- Quality systems
- How they are created: Quality Manual, Procedures, Standards, Technical Instructions
- Questionnaires, evaluation of the client's opinion
- Clinical guidelines, clinical pathways.
5. External assessment of quality
- Excellence model of the EFQM
- Principles of an Excellence Model.
- Structure of the European Model.
- Analysis of Contents of the Model's Criteria and Subcriteria.
- Criteria for Assessment of Agents.
- Criteria for Assessment of Results.
- Accreditation by JCAHO standards
III. Assessment of Healthcare Technologies (10 hours)
- Introduction to the Assessment of Technologies.
- Information methods and sources.
- Dissemination and implementation.
- Assessment of Healthcare Technologies: scientific rigour and importance for decision-making.
IV. Management of Biomedical Research (10 hours)
- Macro and Micromanagement of biomedical research. Management from University Hospitals
- Scientific production analysis tools and methods
- Databases of publications: Uses and limitations. pubmed, isi wok, etc.
- Databases of patents.
- Management of projects and clinical trials in healthcare centres. National and international sources of funding. Operations.
- Transfer of research results.
V. Health Service Research (10 hours)
- The current Healthcare environment
- Strategies for Healthcare Policy and improvement of clinical practice
- More and better information for decision-making: Health Service Research.
- Characterisation of Health Service Research.
- The questions of Research in Health Services
VI. Knowledge Management (10 hours)
- Presentation of the Concept de Evidence-Based Medicine
- Bibliographic or Technological Assessment Databases: OVID, Cochrane and HTA (interactive in computer)
- Presentation: Systematised reviews
- Practical cases in work groups
- Presentation of conclusions
VII. People and team management (35 hours)
- Scenario of the management role.
- Strategic importance of the management role.
- Human factor and the management role. Personal biographies and their behaviour.
- Interpersonal nature of the management and leadership role.
- Strategies, techniques and interpersonal skills for the management and leadership role.
- Strategies, techniques and skills to tackle difficult situations in the management role. What should I keep from all of this? Agenda of commitments.
- Cartography of a conflict.
- Premises to take into account in all conflicts.
- Type of game, types of solution.
- Perceptive positions.
- Practical guide for negotiation.
VIII. Decision Analysis (15 hours)
1. Introduction to Decision Analysis.
- Automatic versus conflictive decisions.
- Why analyse decisions.
- The experts.
- How the analysis works.
2. Characteristic of the human decision-maker.
- Limitations in capacity.
- Information acquisition.
- Information processing.
- Analysis of results
3. Creativity in Decision-Making.
- What is creativity?
- The role of creativity and imagination in decision-making
- Decisions with several objectives in conflict.
- The hierarchy of objectives.
- Checking the structure
- Decisions with several objectives in conflict.
- Prior conditions.
- Weigh up the objectives and assess the alternatives.
- Choice: The expected value
6. Model verification and summary.
- Verification of the assessments.
- Differences in assessment.
- Analysis of sensitivity.
- Model summary
Postgraduate Diploma in Clinical Management, issued by Pompeu Fabra University.