Programme Structure for 2025/2026
| Curricular Courses | Credits | |
|---|---|---|
| 1st Year | ||
|
Logistics System in Healthcare Organizations
3.0 ECTS
|
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|
Finance for Executives
3.0 ECTS
|
||
|
Management of Health Units
6.0 ECTS
|
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|
Innovation in Healthcare Technologies
3.0 ECTS
|
||
|
Health Economics and Politics
6.0 ECTS
|
||
|
Team Leadership and Conflict Management
3.0 ECTS
|
||
|
Organizational Happiness, Well-Being and Humanization
3.0 ECTS
|
||
|
Epidemiology
3.0 ECTS
|
||
|
Health Marketing
3.0 ECTS
|
||
|
Health and Network Communication
3.0 ECTS
|
||
|
Quality Management in Health
3.0 ECTS
|
||
|
Management Control for Executives
6.0 ECTS
|
||
|
Ciberlaw
6.0 ECTS
|
||
|
Big Data and Business Analytics
6.0 ECTS
|
||
|
Clinical Governance
3.0 ECTS
|
||
|
Artificial Intelligence in Healthcare
3.0 ECTS
|
||
|
Project Work in Applied Management in Healthcare
30.0 ECTS
|
Logistics System in Healthcare Organizations
At the end of the course students should:
A)Know the basic dimensions of logistics and supply chain management (SCM);
B)Understand the healthcare contexts where one should apply the basic dimensions of logistics and supply chain management;
c) Recognize the tangible and intangible logistics systems in healthcare contexts;
D) Know the fundamentals of: supplier qualification; distribution systems and warehouse systems in healthcare contexts;
E)Know the main topics in terms of capacity in health units
1. Logistics and Supply Chain Management
2. Supplier Qualification and Sourcing Principles
3. Distributions Systems and General Warehouse Principles in Healthcare Systems; Inventory Management in Healthcare Systems
4. Capacity and Layout
ongoing evaluation requires a minimal presence in 60% of the classes time and includes the accomplishment of: Participation in class - 20%; An individual test - 80% and a minimum score of 10 points.
The assessment is performed in two phases. The 1rst phase the participant will be in the continuous evaluation system. the 2nd phase it corresponds to a final exam that will represent 100% of the final score obtained, in this case it will not be considered the continuous evaluation result.
- Carvalho, José Crespo de; Ramos, Tânia - Logística na Saúde (2019), 4ªEdição, Edições Sílabo;
- Grabam, Mark - Lean Hospitals (2009), CRC BOOKS;
- Christopher, Martin - Logistics and Supply Chain Management (2011), Pitman Publishing
Finance for Executives
At the end of the course, students should be able to:
1. Explain the main concepts of time value of money and be able to compare cash flows with different maturities;
2. To describe the concept of business profitability, liquidity and solvency and to compute and analyze the most relevant economic/financial ratios and indicators;
3. To understand and compute de concept of working capital and liquidity indicator and to link it with the firm's financial condition
4. Use the fundamental techniques of capital budgeting evaluation;
1. Time value of money;
2. Financial analysis;
3. Economic analysis and value added;
4. Capital budgeting;
1) Periodical evaluation: individual work 60% and group work -40%.
Requires a minimum of 10 points in the final classification and at least 60% of attendance to classes;
2) Exam (1st sitting): written test (100%), requiring minimum 10 points to get approval;
3) Exam (2nd sitting): written test (100%), requiring minimum 10 points to get approval.
Scale: 0-20 points.
Gomes Mota, A., Barroso, C., Soares, H. e Laureano, L., "Introdução às Finanças - Fundamentos de Finanças com Casos Práticos Resolvidos e Propostos", Edições Sílabo, Lisboa,
Gomes Mota, A. e Custódio, C., "Finanças da Empresa", Booknomics.
Damodaran - Corporate Finance, Wiley
Brealey, Myers e Allen - Princípios de Finanças Empresariais, McGraw Hill
Management of Health Units
At the end of this unit`s term, the student must be able to:
LG 1. Characterization of health organizations
LG 2. To diagnose an health organization
LG 3. Design a project of organizational change
Syllabus:
1-Institutional and market dimensions
2-Organizational structure.
3- Organizational Culture
4-Organizational diagnosis: An integrated Approach. Management of people processes, innovation and results
5-Strategies: Participative, transformational, telling and forcing
In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 40%;
- An individual test, with a weight of 60% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.
- Porter, M., Teisberg, E. (2006) Redefining Health Care - Creating Value-Based Competition on Results. Harvard Business School Press.
- Johnson, J.; Rossow, C. (2017). Health Organizations: Theory, Behavior, and Development. Jones & Bartlett Learning, LLC.
-Cameron K., Quinn R. (2011). Diagnosing Changing Organizational Culture. John Wiley & Sons.
Henry Mintzberg (2017 ) Managing the myths of health care. Berrett-koehler Publishers
- Wheelen, T., Hunger, J. (2012) Strategic Management and Business Policy: Toward Global Sustainability. Pearson
- Liu, Y., Perrewé P. (2005). Another look at the role of emotion in the organizational change: A process model. Human Resources Management Review, 15, 263-280.
Health Economics and Politics
At the end of this learning unit's term, the student must be able:
LG1: To use economic concepts to understand the health sector
LG2: To present methodologies for economic evaluation of health care programmes.
Part A: Introduction
Part B: Key Issues in Health Economics
Part C: Applied Economics for Health Decision Making (I): issues in health care production
Part D: Applied Economics of Health Decision Making (II): Economic Evaluation of Health Programs
In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 30%;
- An individual test, with a weight of 70% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.
Morris, S., N. Devlin, D. Parkin e A. Spencer (2012), Economic Analysis in Health Care, John Wiley&Sons.
Crespo, N. e N. Simoes (2021). ?Uma Viagem ao Mundo das Ideias Económicas - 100 questões para entender a economia?, Actual Editora (Lisboa, Portugal
Drumond, M., G. Torrance, B. O'Brien e G. Stoddart (2003), Methods for the Economic Evaluation of Health Care Programmes, Oxford University Press.
Team Leadership and Conflict Management
At the end of this unit`s term, the student must be able to understand the concepts to:
LG 1. Describe the leadership concept in health organizations.
LG2. Describe the link between leadership and organizational culture.
LG3. Identify factors that support team building.
LG4. Identify management conflicts strategies;
Syllabus
1. Leadership and management in health organizations.
2. Leadership profiles and organizational culture.
3. Team building.
4. Commitment and Motivation. 5.Conflict and Negotiation
In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 50%;
- An individual test, with a weight of 50% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.
2016 by Donna Weiss and Felice Tilin
The Interprofessional Health Care Team: Leadership and Development
2014 by Beaufort Longest Jr. Ph.D. FACHE and Kurt Darr J.D. FACH
Managing Health Services Organizations and Systems
2013 by Michael Maccoby and Clifford L. Norman
Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health
It will be given in the classes