Human Resource Management: historical overview. Images of people in management theory. Personnel planning, marketing, acquisition, selection. Position management.

Incentive systems in HR management. Leadership principles, performance evaluation, personnel training, development, human capital and calculation, support functions (personnel policy, controlling, release, conflict management)

Paradigms of organizational theory, organizations as machines, organisms, games.
Functional, product-oriented, market-oriented structuring, matrix organization. Lifecycle models of organizations. Contingency approach (simple structure, machine bureaucracy, professional organization, divisional structure, adhocracy). Business reengineering, modular structure, network organizations. Characteristics of organizational cultures. Levels of organizational culture. Organizational development.
Systemic interventions and change management

Goal-oriented management and challenges, Strategic Management: Basics. Strategic Mission, Strategic Analysis, General Environmental Analysis, Stakeholder Analysis, Industry/Competitive Analysis, Strategic Organizational Analysis, Strategy Concept and Evaluation, Strategy Implementation and Balanced Scorecard.

Basic concept of the balance sheet and the income statement. Structure of the balance sheet and the income statement. Effects of various business transactions on the balance sheet / income statement.
Key figures as instruments of balance sheet analysis, equity ratio, cash flow, debt repayment period.
Business simulation: Conducting a complete annual cycle (from opening to closing balance sheet).
Fundamentals of cost and performance accounting, cost types, cost centers and cost unit accounting, contribution margin analysis, break-even analysis

Controlling basics (control loop, tasks, instruments). Operational business planning (principles and tasks of budgeting, procedures, central vs. decentralized). Integrated planning calculation (performance budget, financial plan, plan balance). Key figures and indicators (reference framework and typology, financial indicators, balance sheet analysis, measurement of qualitative aspects, benchmarking). Reporting and MIS, investment planning and calculation. Organizational anchoring of controlling and controlling introduction as a project

Objectives: optimal access, optimal quality, optimal efficiency. Relationship between supply, demand, and needs. Planning algorithms and planning steps. Structural optimization, performance optimization, and cost optimization. Internal customer and supplier relationships, process maps, process design along the value chain. Management processes: What is being controlled? Should processes core areas: Example day clinic, pre-stationary preparation. Check-in and check-out processes in the hospital, core processes in the operating room

Theories, concepts and technology of information systems. Differences: data, information, knowledge, intelligence, decision-making. Basics of data management, information management and knowledge management. Required hardware components, software, special solutions (decision support systems, learning systems). Interoperability of systems, system management, organizational integration, examples of existing systems, hospital information systems, workflow and workflow support

What is Marketing? Customer value, Marketing plan, Competitor analysis, External environmental factors, SWOT Analysis, Strategic basic concept, Market segmentation/positioning, Product policy, Role and management of services, Customer Relationship Management
Marketing research, Communication policy, Pricing policy, Distribution policy

Introduction to basic questions and thinking methods of economics with a focus on microeconomics. Relationships between "efficiency" and "justice". Causes of specific forms of market and/or government failures. Economic incentive and efficiency effects of institutional, legal, and organizational regulatory systems in companies and bureaucratic organizations. Discussion of theories and explanatory models of economics with reference to specific examples from everyday economic life

Global Leadership Ideals: Aspiration and Reality (GLOBE Studies). Foundations of Power and Leadership. Motivation, Goals, Feedback, and Incentive Design in the Leadership Process. Success Models of Leadership (Transformational/Transactional Leadership, Task/Employee Orientation, Contingency Approach, Leader-Member-Exchange-Theory). Employee Participation in Decision-Making. Charisma in Organizations (Leadership between Omnipotence and Powerlessness)

What is ethics? What is morality? Value orientation and human dignity. Medical ethics and autonomy. Hidden questioning in all ethical problems. Health/illness: ethical issues. Health economics and ethics. Problem of justice and allocation decisions. Analysis of concrete medical-nursing ethical dilemmas

Development of a drug, The approval process, Organization of the pharmaceutical market, Drug supply in hospitals, Control instruments of drug supply, Pharmaceutical marketing and peculiarities, Departments and functions at a pharmaceutical manufacturer, Strategies, developments and trends in the pharmaceutical industry

Models and approaches of health system research, methods of care and evaluation research, societal causation of disease, health maintenance and health development, results of system comparisons and intervention or evaluation studies.

Social and/or psychosocial interventions, outcome and impact measurement.
Health science knowledge management, ethical aspects of health and social policy.

Socioepidemiological and health science methods. Selected results of health research, presentation of approaches or systems of health promotion, disease prevention, and disease control.

Analysis and management approaches for entire populations or larger subpopulations. Discussion of the question of both medically appropriate and effective as well as ethically and economically justifiable interventions?

Funding streams and provider structure in the Austrian healthcare system, discussion of reform approaches, planning approaches and the relationships with the structure of the facilities, generation and distribution of funds in the Austrian healthcare system.

The dual financing system and its consequences (social health insurance versus regions). The hospitals and their ownership structures (what is understood by privatization?) Planning approaches and implementation. Healthcare reform debate, where do we stand and why?

Health systems overview: Objectives of health policy as the starting point for the design of health systems, Ideal and real types of health systems: Health systems in European countries, the USA, as well as other countries to highlight specific differences.

Methodological aspects in the comparability of health systems. Analysis of health systems: Financing, service provision, access to health services, long-term care.

Performance-oriented hospital financing as the basis of controlling, tasks of controlling in the hospital. Design of the planning process to define binding goals. New decision-making basis for hospital management through cost accounting.

Effective performance management in the hospital through meaningful key figures. Optimized information flow to executives in medicine, nursing, and administration through reporting. Agreement on measures in the controller discussion with executives

Computer simulation of a company in groups, making management decisions (marketing, financing, strategy, personnel management, organization), playing through an entire business cycle (opening balance sheet to closing balance sheet)

Tasks of labor law (reasonableness, necessity, opportunity). What motivates people sustainably? Leading with normativity, civil service law, labor law, employee protection, legal framework, collective agreements, works council system, interface time, money, working time law, principle of equal treatment, termination of employment relationships

Principles of medical law, consent (information, documentation, confidentiality, duty to treat, treatment withdrawal, euthanasia), hospital law (including university hospitals), special legal areas (organ transplantation, reproductive medicine, placement and residential care law, clinical drug trials).

Processes of influence in interpersonal communication. Communication blockers, active listening, pacing and leading, resistance and conflict in the communication process, manipulation techniques (reciprocity, consistency, anchoring, scarcity). Communication styles, video analysis, analysis of case vignettes

From "Without Each Other" to "Together". Leadership behavior and team development.
Group, team, or individual work - when and how to achieve the best results?
Phases in problem-solving processes. Techniques for optimizing decision-making processes.
What is synergetic team dynamics? Why do teams fail to achieve their goals effectively? Rationality and irrationality in group decision-making processes. How do I prevent groupthink?

Goals of the project work and master thesis. Explanation of basic phases of planning a research project. Conveying fundamentals of research design, research process, research strategies. Introduction to quantitative and qualitative methods in empirical social research and their application to various research questions

Specification of the research question. Outline of the research design. Content and time rough planning of the work.

The Health Care Management Certificate Program is designed for professionals and leaders in the healthcare sector who want to expand their expertise or advance their careers in managing healthcare organizations. It targets doctors, nurses, administrative staff, and employees from the pharmaceutical and medical technology industries. Additionally, it provides an ideal foundation for career changers seeking to enter the healthcare field and prepare for leadership roles.

To apply for the Health Care Management Certificate Program, you should meet the following criteria:

• A completed degree (Bachelor’s degree with 180 ECTS or equivalent) from a recognized post-secondary institution.

• Alternatively: relevant professional qualifications in the healthcare sector.

• At least two years of professional experience post-graduation.

• Proficient German language skills, both written and spoken.

Our selection process involves careful consideration of the following factors:

• High motivation for joining the program

• Enthusiasm for a challenging learning experience

• Clear understanding of personal contribution to team learning and the overall cohort experience

• Relevant skills and work experience

• Strong record of career progression

• Excellent interpersonal, intercultural, and communication skills

• Passion and commitment to achieve personal growth and success

• Diversity of the student group in terms of academic, professional, and cultural background

Applicants must meet the following formal requirements:

CBA (Diplom Betriebswirt), Logistics & Supply Chain Management, Marketing & Sales, Public Auditing, Risk & Insurance Management

• Minimum of 1 year relevant work experience depending on previous school/academic education

• Completion of an Austrian or EU-approved university or college degree (all fields of study), and/or

• General university entrance qualification (Matura, Berufsreifeprüfung)

• Proficiency in written and spoken German

Health Care Management

• Undergraduate degree (Bachelor 180 ECTS or equivalent) from a recognized post-secondary institution or a relevant professional qualification in the health sector.

• Minimum of 2 years of postgraduate work experience

• Proficiency in written and spoken German