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Postgraduate Course in Clinical Management

Program curriculum and final degree

Program Curriculum

I. Clinical Management (35 hours)

1. Healthcare and Clinical Management: the influence of political behaviour.

  1. The levels of management
  2. The political dimension of healthcare and clinical management.
  3. Tools for knowledge of political behaviour: trust-agreement matrix and political skills matrix and their typology.
  4. Citizens: their influence on the shaping of policies.

2. Healthcare Management Specificities.

  1. Healthcare system agents.
  2. Priorities.
  3. Responsibilities

3. The beginning of Management: Planning.

  1. Strategic and tactical planning. Programming.
  2. Environment analysis: SWOT.

Case no. 1: Hospice of the Sisters of Charity (group work).

4. Management framework: the Organisation.

  1. Organisations and systems.
  2. Structure of organisations.
  3. Matrix, network and learning-oriented organisations.

Case no. 2: CAHOS (critical discussion article)

5. Interpersonal aspects of administration: the Management.

  1. Motivation and incentives.
  2. Leadership.
  3. Communication.
  4. Management styles.
  5. Entrepreneurs vs. Executives vs. Leaders.
  6. 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

  1. Mechanisms and types of coordination.
  2. Teamwork
  3. The committee.

Case no. 4: Crisis of beds in Hospital X: an outbreak of infection (role playing)

7. Control and auditing in Health Services

  1. Quality control in a clinical service.
  2. Cost control.
  3. 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.

  1. Types of change.
  2. Sources and causes of resistance to change.
  3. How to introduce changes? Keys to success.
  4. The revolution in services: the triangle of services. The "back office" and the "front office".
  5. Human capital and social capital.
  6. Network organisations.

Case no. 7: "Hospital Karolinska"

9. The special nature of Health Services: The professionals.

  1. Doctors and managers

10. The patient

  1. Is the client always right?
  2. Opinion, perception and trust in the healthcare system

11. How Clinical Management fits into the organisation

  1. Starting point: the division between effectiveness and efficacy
  2. How clinical management fits into the organisation.
  3. Coordination between healthcare levels
    • Disease management programmes
    • Capitated financing
    • Primary healthcare orientation
    • Incentives
    • Social rules of the game: the case of the pharmaceutical industry
  4. Organisational forms: self-employed and employee varieties and competition – not necessarily market – between them
    • Individual incentives
  5. Lines of progress:
    • Digitalised integration
    • Payment by results
    • Government
    • Innovation

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)

1. Introduction.

  1. Basic concepts and historical evolution.
  2. Components.
  3. Continuous improvement of quality.

2. Assessment methodology and improvement of quality

  1. Identification and prioritisation of problems.
  2. Causal analysis. Qualitative methods.
  3. Study design
  4. Analysis of results and corrective measures. Change strategies and management.

3. Quality management.

  1. Evolution
  2. General concepts.
  3. Process-based management.
  4. Types of processes.
  5. Management of processes.
  6. Management of healthcare processes: clinical pathways, clinical trajectories, care plans, etc.
  7. Quality criteria, monitoring of indicators.

4. Quality assessment and improvement instruments

  1. Quality systems
    1. Background
    2. Usefulness
    3. How they are created: Quality Manual, Procedures, Standards, Technical Instructions
    4. Questionnaires, evaluation of the client's opinion
  2. Clinical guidelines, clinical pathways.

5. External assessment of quality

  1. Excellence model of the EFQM
    1. Principles of an Excellence Model.
    2. Structure of the European Model.
    3. Analysis of Contents of the Model's Criteria and Subcriteria.
    4. Criteria for Assessment of Agents.
    5. Criteria for Assessment of Results.
  2. Accreditation by JCAHO standards

III. Assessment of Healthcare Technologies (10 hours)

  1. Introduction to the Assessment of Technologies.
  2. Information methods and sources.
  3. Dissemination and implementation.
  4. Assessment of Healthcare Technologies: scientific rigour and importance for decision-making.

IV. Management of Biomedical Research (10 hours)

  1. Macro and Micromanagement of biomedical research. Management from University Hospitals
  2. Scientific production analysis tools and methods
  3. Databases of publications: Uses and limitations. pubmed, isi wok, etc.
  4. Databases of patents.
  5. Management of projects and clinical trials in healthcare centres. National and international sources of funding. Operations.
  6. Transfer of research results.

V. Health Service Research (10 hours)

  1. The current Healthcare environment
  2. Strategies for Healthcare Policy and improvement of clinical practice
  3. More and better information for decision-making: Health Service Research.
  4. Characterisation of Health Service Research.
  5. The questions of Research in Health Services

VI. Knowledge Management (10 hours)

  1. Presentation
  2. Presentation of the Concept de Evidence-Based Medicine
  3. Bibliographic or Technological Assessment Databases: OVID, Cochrane and HTA (interactive in computer)
  4. Presentation: Systematised reviews
  5. Practical cases in work groups
  6. Presentation of conclusions

VII. People and team management (35 hours)

  1. Scenario of the management role.
  2. Strategic importance of the management role.
  3. Human factor and the management role. Personal biographies and their behaviour.
  4. Interpersonal nature of the management and leadership role.
  5. Strategies, techniques and interpersonal skills for the management and leadership role.
  6. Strategies, techniques and skills to tackle difficult situations in the management role. What should I keep from all of this? Agenda of commitments.
  7. Cartography of a conflict.
  8. Premises to take into account in all conflicts.
  9. Type of game, types of solution.
  10. Perceptive positions.
  11. Practical guide for negotiation.

VIII. Decision Analysis (15 hours)

1. Introduction to Decision Analysis.

  1. Automatic versus conflictive decisions.
  2. Why analyse decisions.
  3. The experts.
  4. How the analysis works.

2. Characteristic of the human decision-maker.

  1. Limitations in capacity.
  2. Information acquisition.
  3. Information processing.
  4. Pressure.
  5. Analysis of results

3. Creativity in Decision-Making.

  1. What is creativity?
  2. The role of creativity and imagination in decision-making

4. Structuring

  1. Definition.
  2. Decisions with several objectives in conflict.
  3. The hierarchy of objectives.
  4. Checking the structure

5. Assessment.

  1. Decisions with several objectives in conflict.
  2. Prior conditions.
  3. Weigh up the objectives and assess the alternatives.
  4. Choice: The expected value

6. Model verification and summary.

  1. Verification of the assessments.
  2. Differences in assessment.
  3. Analysis of sensitivity.
  4. Overview.
  5. Model summary

7. Cases

Final Degree

Postgraduate Diploma in Clinical Management, issued by Pompeu Fabra University.