Credits: 2 | Workload: 40 h | Contact time: 20 h | Self study: 20 h | Group size: 25 Participants
Learning outcomes / Competences
The Clinical Leader:
– can define the key influencing factors in formulating strategic decisions in a knowledge-oriented manner.
– can develop short- and long-term strategies for hospitals.
– is able to discuss potential disruptive factors for the successful implementation of corporate strategies.
– can analyse and evaluate the market and competitive environment.
– is able to design business area strategies fundamentally based on contingency and consistency theory approaches.
– can assess why companies are in a constant state of change (including companies’ culture, personnel requirements, the service portfolio).
– can assess technical-methodological as well as socio-communicative self-competencies in the areas of quality, process, project and further development management.
– can analyse and justify the importance of the need for constant changes in hospitals.
– has acquired the competencies and skills to design processes in healthcare facilities.
– can justify the relevance of risk and personnel management for the management of healthcare sector companies.
– can develop medical-economic questions for scientific evaluation and formulate goal-oriented solutions.
Managing working conditions and resources: Identification of resources and skills of the company, classification of resources and skills, strategic importance of core competencies, analysis to identify and assess company resources and skills, development of resources, skills and core competencies to gain competitive advantages, structural analysis of industries and markets, expansion of the five-driver approach, analysis of competitors and strategic groups, assessment of legal and health policy frameworks on strategic business development, analysis and assessment of dynamic developments (evolution of hospitals and markets), development of business area strategies: approaches to systematisation of strategies, evaluation and selection of strategies, acquisition and defence of competitive advantages (cost advantages, differentiation advantages, hybrid competitive advantages).
Personnel management (management, demand, development), quality management, process management, project management, risk management, change management, procurement management to achieve efficient procurement processes. Quality management, hospital management, contemporary hospital organisation, personnel development in hospitals, the importance of the capital required for successful company development.
Based on this knowledge, developing the ability to manage resources (based on the controlling in hospital department), but with the aim of optimally ensuring patient care within a patient-focused approach (see also Quality Management & Medical-Economic Control modules).
Team leader skills are taught as part of this module (see also Human Resources module).
Course Form: Seminars
Participation Requirements: 5 years professional practice as a CL
Exam Form: Multiple Choice
Requirements for the award of credit points: Passed test