Master in
Health Centre Administration and Management

Master in Health Centre Administration and Management

Online master in health sector company management

Introduction to the Master in Health Centre Administration and Management 

Health companies, both public and private, require management skills that allow for the optimisation of resources and the efficacy of clinical results. The professionals responsible for running health institutions and clinical services, both medical and non-medical, often belong to the medical sector but are still required to develop their management skills so they can achieve the required standards for efficacy.

Moreover, the continued introduction of new technologies and systems, both at the level of management and in the medical service itself, necessitates a transformation of the paradigms of health centre management.

 

This context creates the need to provide training to health centre executives that provides them with a thorough knowledge of the specific characteristics of medical management, with a focus on the changes that have occurred over the past few decades and the transformations we will face in the coming years.  

To execute their responsibilities, managers in the health sector need an appropriate and adequate skillset that covers all aspects of their roles. This skillset is acquired through training on the essential tools and their applications within the relevant context. Knowledge is best acquired from those that enrich it with their expertise, and this description certainly fits the faculty of this master’s degree. 

 

We divide this knowledge into three main general categories:

  1. Health Politics, Models and Systems of Health” provides the students with the knowledge they need to explain the cause and effect relationship that exists between the decisions made in health politics and the health models and systems that result from them. In this category, basic knowledge of Health Economics is essential for explaining the correlation between healthcare demands, the available resources and the response given according to the established regulations and the resulting models and systems.
  2. “Organisation Management”. After gaining an understanding of the context that surrounds a healthcare organisation which provides services, this second category addresses the knowledge that is required to manage a healthcare organisation of any kind. The available resources through which the expected results will be realised must be organised and exploited in a way that maximises the resulting benefits for the recipient of the services.
  3. Once students have been familiarised with the basic instruments for the management of a healthcare organisation, the third category specifies how these instruments are applied to different medical areas of the healthcare service, with a particular focus on their integrated management.

 

Profile of the programme’s participants:

This programme is aimed at executives and professionals who wish to develop a professional career in the administration and management of health centres with an innovative and efficient vision, or to improve their skills in this field.

  • Professionals who currently hold management responsibilities at healthcare organisations and need to develop their competencies and strengthen their skills.
  • Professionals whose vocation is healthcare institution management and who need to complete their professional training with specific knowledge of management in the health sector.
  • Medical professionals whose professional career path will lead to management-related responsibilities in clinical services and institutions.
  • Management professionals from other sectors seeking to progress their professional career.
  • Professionals who work for companies related to the healthcare sector and wish to broaden their knowledge of its structure and functioning.

 

Benefits of the Master’s Degree in Health Centre Administration and Management:

The main objective of this master’s degree is to provide the required general and specific skills to operate in a top executive role at different levels of organisations within the healthcare system or other fields of the health sector where they develop their professional activity.

These skills will be acquired through study of the political, economic and social factors which, alongside health science, shape existing healthcare models and systems. And also through familiarisation with the basic tools for planning and managing the resources, both general and specific, of each healthcare service sector.

This knowledge will expand the students’ decision-making skillsets within their current or future fields of responsibility.

 

Professional applications

  • Members of the of Board of Directors at institutions and companies within the health sector
  • Managing directors of institutions and companies within the health sector
  • Medical and nursing directors and heads of service
  • Administrative directors and general service directors at institutions and companies within the health sector  
  • Executives at health insurance companies
  • Directors in the pharmaceutical sector
  • Advisors for the health sector
  • Executives at companies which supply goods and services to the medical healthcare sector

Objectives of the Master’s Degree in Healthcare Management

  • To understand the new challenges faced by healthcare administrations
  • To analyse the various agents that shape the healthcare sector and study the changes that are occurring in some notable health systems 
  • To learn about the principles of business management that are applied to the specific features of healthcare organisations
  • To learn how to use decision-making tools that aim to optimise healthcare centres correctly
  • To learn how to manage in a way that ensures the quality of an effective and socially responsible service

Syllabus of the Master in Healthcare Centre Administration and Management

The syllabus is made up of 10 modules or subjects that cover all the essential processes and areas of knowledge for healthcare administration and management. 

These subjects are divided into 3 main areas that ensure the development of executive skills, the learning of the keys to management and their specific application in healthcare centres.

The master’s degree syllabus ends with a final project that serves as a practical activity in which the students can consolidate everything they have learned during the course.

 

HEALTHCARE POLICIES, MODELS AND SYSTEMS AREA

 

Determinants of health: Health in all Policies. Public health.

This module aims to rethink those aspects that influence and determine the health of the population, as well as political, socio-economic, cultural and environmental conditions. In this sense, factors such as genetics, age or gender, as well as individual lifestyles and living and working conditions will also be addressed.

Health models and systems. Health Economics, health planning.
This module aims to obtain knowledge of the methodologies for the efficient allocation of resources in health systems in accordance with the principles of Economic Science before different alternatives, contrasting cost - benefit without undermining equity.
The translation of the criteria of health economics and epidemiological criteria make up the basic elements of Health Planning.
 
ORGANISATION MANAGEMENT AREA

 

Organizational Theory. Business management of health organizations. Strategic planning
The set of resources needed to achieve an end requires equipping an organization to maximize its efficiency. This organization is based on different theories.
The student will know how to configure the relationships between the different actors present in the health service provider organizations and will be able to know the singularities of the health organizations that differentiate them from other organizations in the service sector or the industrial sector.
The decisions of the governing body of a health organization require, for its implementation and monitoring, be embodied in the so-called Strategic Plan that also configures the order to the executive body.

 

Information systems and management of ICT's

ICTs are also a disruptive element in health care. The changing needs of the health system find in the new technologies the levers of change to achieve their safety, efficiency and personalization in the improvement of care processes. In this module the student will know the main trends in the application of ICT.

Information and internal and external communication
The flow of information is a key element for the adequate coordination of actions in any organization and its effectiveness. But it is also a key element in the human climate of them.
The social position of an organization and its recognition is highly dependent on how it communicates with its environment, both during periods of normality and in crisis situations.
The management of information through communication is also one of the basic instruments of management.
The student will acquire one of the indispensable instruments for proper management of the same both internally and externally in a world increasingly media and more influenced by social networks.
Human Resources Management and capital knowledge
The knowledge of complexity and the multiple factors that affect the human resources of health organizations is indispensable in any managerial responsibility. They are the main strategic element in addition to assuming the most important cost. The manager of a health organization must know from the policies that are proper to the most technical instruments such as the development of procedures and working methods, remuneration systems or communication with their professionals among other aspects. This module fulfills that objective.
Economics, financial and patrimonial resources Management
The management of the economic resources is the means that makes it possible to obtain the desired results, together with the knowledge capital of the health organizations. The instruments that the student has to know for the adequate economic, financial and patrimonial management are part of the content of this subject.
Construction and reforms of sanitary equipment Management
The needs for remodeling, expansion or construction of a sanitary equipment are situations in which the manager will meet. Having knowledge about procedures is a must for any manager in the sector
Support services Management
For the provision of their services, health organizations require complementary activities. The knowledge of these activities and their management also includes the knowledge of managers. In this module, the student will get to know the Hospitality, the Maintenance of equipment and facilities, the Logistics and Purchases and the development of the works in the sanitary equipment, as well as in the processes of its construction.
Accreditation, quality policies and evaluation of results,
Health services, depending on the public or private financier and in line with their nature, can not be exempt from the requirement to know the results with three purposes: the performance of accounts in itself, the benchmarking effect for continuous improvement and the stimulus of horizontal competition.
In this module the student will know the different options of quality management and the methodology of evaluation of results, as well as the main existing accreditation systems.
Participation of patients and the ethical framework of organizations
The participation of the patient in the decision making that will affect them is already a reality that is part of the management of the organizations. The aspects of treatment and empathy in organizations are incorporated into the management.
The aspects of ethics and bioethics must always be present and conveniently integrated in the management.
The student will acquire knowledge about the procedures to be implemented in any health organization.

MEDICAL SERVICES MANAGEMENT AND CLINICAL MANAGEMENT AREA

Primary and community care
Primary care must respond to time for individual and community care. Its role in health protection and proactive care is key in the present and future sustainability of public and private health systems.
Hospital and specialized care
Once treated the general aspects in the area of ​​management of organizations, this module aims to inform the student of the three aspects from which the management of a hospital should be addressed: as an equipment, as an organization and as a center for services.
But we must note that some specialized care services can be developed in other areas that are not the hospital itself. Therefore, in this module they receive special treatment.
Socio-health care
The need for assistance that needs to respond to the care of the person to his illness together with attention to the reduction of autonomy of this, gives rise to what we call socio-health care.
The student in this module will learn the organization, work method, portfolio of services and interrelations that the so-called socio-health space needs, as well as the aspects of its management.
Mental health care
Mental health care implies, beyond the challenge of its clinical and health approach, to address all those other aspects of a social, educational or occupational nature that will be a determining factor in the well-being of the patient and their family environment.

The clinical management The care innovation

The patient and the healthcare professional are the two essential elements on which to ensure the best possible results. For this reason, health organizations promote the recognition of this reality beyond the doctor-patient relationship, transferring it to the management decisions of the units, services and centers.
The student will be introduced to the concepts and methods of the clinical management model in all those dimensions.
Integral and integrated attention between lines and services. Efficiency in integrated organizations

The approach to health care from organizations based on levels of care, by level of resolution or specialization is giving way to organizations that, under a single direction, integrate processes, procedures and services as a model of structured cooperation.
It is the efficient answer to the attention to many of the pathologies, now chronic and before acute, of high mortality. The organizational model and management of comprehensive care will be available to the student with the examples of specific experiences.

The medication Management

The drug is a structural component of health systems. The knowledge of its management, both of the authorization and distribution procedures as well as of the prescription and dispensation, must be well incorporated in the competences of the managers of the health sector. In this module the student will obtain the elements that enable him to make decisions in his area of ​​responsibility.

Teaching Medical Investigation

The management of health services incorporates, with a charter of nature, innovation and research as a driver of progress in the quality of its services, in the improvement of its results and in the increase of the knowledge capital of its professionals.

This module will provide the student with the basic knowledge of the management of innovation processes and research projects in health organizations.

TFM

Final Project

The programme culminates with a final project that will be related to healthcare centre management. It can be a plan for improvement, an innovation project or a management project that provides solutions to existing problems.

 


 

METHODOLOGY

At OBS Business School we orient our methodology towards the development of competencies, knowledge and skills. We promote flexible and immediate communication, encourage effective discussion, promote teamwork and facilitate interaction among all participants, namely students, lecturers and guest professionals.

The experience of shared learning

One of the key elements behind the teaching at OBS is the value we attribute to sharing knowledge with the participants at the centre. From our virtual campus they can access all the pedagogic and technological resources, communicate with lecturers, and interact with people from other sectors which provides an opportunity to discuss case studies with experienced professionals who can offer different perspectives. This means that the work performed on each case provides the students with a wider perspective thanks to the multiplicity of approaches, skillsets and levels of experience.

Practical and active participation

Our methodology is based on a combination of practical and theoretical learning that requires students to actively participate and contribute with their opinions and points of view. The participants, in addition to working on the documents they are provided with, are required to analyse and resolve case studies based on real and simulated business scenarios.  

The reference documents, case studies and simulations that we provide on a daily basis create a rich and realistic learning experience At OBS you are not just a spectator – you are an essential player.

The experience of studying at OBS

The connection our students experience with OBS is built through an extensive network of people who have been trained by professionals, experts, lecturers, business owners and entrepreneurs who describe themselves as curious, engaged, and open to questions and answers. They are people who are accustomed to proposals and suggestions and are highly involved with the business and social environment in which they conduct their work.

Therefore, the engagement that you get from studying with us maintains your awareness and connection with what is happening around you. Studying at OBS means staying updated on everything related to your field of interest, especially the practical contents that the faculty will provide you with on a daily basis. This is the value that OBS Business School provides. 

Our students closely examine the latest trends related to their area of work and contribute to conversations led by active professionals who select the sources, consult with us and ultimately put them into practice.

 


 

EVALUATION MODEL

Our evaluation model revolves around the following key axes:

  • Contributing to the continuous monitoring of the programme
  • Ensuring the learning and use of the presented concepts and procedures
  • Assessing the level of fulfilment of the programme objectives that must translate into professional skills and competencies

Evaluation is performed consistently over the course of the programme. Each subject will have its own set of activities that the student must complete and which will be assessed by the lecturer, who will then inform the student of the grade obtained and, when necessary, the aspects that need to be improved.

The extra effort put in by the students through involvement in voluntary activities and consistent positive progress over the course of each subject will also be taken into consideration by the lecturers when giving a numerical grade as an overall result for the subject.

The overall evaluation of the programme is calculated using the average for all subjects. It is compulsory for the average of the grades obtained in all subjects to be positive.

Requirements for the Master in Healthcare Centre Administration and Management

The main goal of our admissions process is to ensure that the candidates are a good fit for the programme. All participants need to get the most out of this learning experience, which necessitates a context where it is possible to build long-term relationships with fellow students, lecturers and former students.

 

The stages of the admissions process are as follows:

  1. Admission requirements
  2. Admission request – Admission rejected
  3. Face-to-face interview
  4. Motivation letter
  5. Evaluation by the Admissions Committee – Admission rejected
  6. Enrolment – Admission rejected

 

The Master’s Degree in Executive Healthcare Administration and Management Qualification

Those who pass the programme and meet the academic requirements established by the University of Barcelona will obtain the qualification issued by the University of Barcelona.

To obtain the University of Barcelona qualification, students must hold a university degree (engineering degree, degree or diploma). Should that not be the case, after successfully passing all evaluations, students will be awarded a university extension diploma issued by the University of Barcelona.

Faculty of the Master’s Degree in Executive Healthcare Administration and Management

  • Doctor of Medicine and Surgery from the University of Barcelona (UB)
  • Diploma in Healthcare Management from EADA
  • Lecturer on the Master’s Degree in Hospital Management and Healthcare Services at the University of Barcelona Medical School
  • CEO at Know How Advisers, S.L.

Teachers

Antoni Trilla

  • Co-director of the Master in Health Centre Administration and Management, OBS Business School
  • Doctor of Medicine and Surgery from the University of Barcelona (UB)
  • Head of the Preventative Medicine and Epidemiology Service at the Hospital Clínic of Barcelona
  • Director of the Master’s Degree in Hospital Management and Healthcare Services at the University of Barcelona Medical School

Victoria Morón

  • Co-director of the Master in Health Centre Administration and Management, OBS Business School
  • Master in Health Institutions Management.Fundació Dr. Robert. Universidad Autónima de Barcelona.
  • Graduate in nursing. Universidad de Barcelona.
  •  Partner Director Know How Advisers, SL

Joan Guanyabens

  • Doctor.
  • Director of the Fundació d’Estudis Superiors en Ciències de la Salut (FESCS).

Sílvia Cóppulo

  • Psychologist and Journalist.
  • Director of Ecos, Espais de Comunicació Social.

Jordi Nonell

  • Graduate in Law
  • Human Resources director at Fundació Althaia
  • Lecturer on the Master’s Degree in Hospital Management and Healthcare Services at the University of Barcelona Medical School

Carles Loran

  • Auditor-Accountant sworn accounts. Diploma in Economic Sciences.
  • Deputy to the Directorate of Barnaclínic (Grup Hospital Clínic).

David Álvarez

  • Diploma in Naval Machines.
  • Head of Maintenance of Hospital de Martorell.

Elisabeth Izquierdo

  • Industrial Engineer.
  • Director Of General Services and Infraestructures oh the Parc de Salut Mar.

Antoni Iruela

  • Doctor.
  • Technical Director of the Asociación Catalana de Entidades de Base Asociativa (ACEBA).

Carles Constante

  • Doctor.
  • General Director of the Consorci Sanitari Integral (CSI).

Cristina Molina

  • Pharmacist.
  • Director of the Pla. Director of mental health and addictions. Health Department. Generalitat de Catalunya.

Ignasi Barrachina

  • Graduate in Medicine and Surgery
  • Diploma in Hospital Management from ESAFE
  • Managing Partner at Ubicue Salud

Antoni Gilabert

  • Pharmacist.
  • Director of the Pharmacy and Medicines Area of the Consorci de Salut i Social de Catalunya (CSC).

Gabriel Capella

  • Doctor. Investigator.
  • General Director of the Fundació Institut d’Investigació Biomèdica de Bellvitge (IDIBELL).

Marco Inzitari

  • Dedication60 ECTS
  • InitiationFebruary 2019
  • Term10 months
  • Price8.900€
  • MethodologyOnline
  • LanguageSpanish
  • Campus Online