The Master in Human Resources and Knowledge Management groups together the basic concepts relating to the management and administration of people in the XXI century, within the framework of an organization’s integrated management and the different processes and tools that can be useful for an efficient conduct thereof.
Through the pedagogical articulation of the theoretical and practical fundamentals of practical cases, within a space of interaction encouraged by professors and the use of a Virtual Campus, a person culminating a Masters in Human Resources and Knowledge Management will be qualified to:
- Understand and master the most suitable techniques to enhance their management and decision making skills.
- Understand and manage modern techniques in knowledge management, based on the use of new technologies in information processing within the business environment.
- Provide management skills and capacities, as well as the methodology applied to the management of people in the organization.
- Develop the functions and procedures for the planning, organization, implementation and control of human resources in the company.
- Develop strategic bases in line with business objectives, to plan and anticipate future movements in the field of human resources.
Who is the programme for?
The Master in Human Resources and Knowledge Management is designed for professionals and administrators with experience in the area and who are university graduates that wish to expand or consolidate their knowledge in human resources and knowledge management in businesses of the XXI century.
The proposed training methodology, coupled with the clarity, spaciousness, and didactics of the content design, allows the Master in Human Resources and Knowledge Management to be directed at professionals from all areas, that have the desire to involve themselves in the world of human resources in a responsible manner and with a high discipline of study, wishing to serve in this professional field to exercise executive and consulting positions.
The successful completion of the Program will allow the student to obtain the degree of MASTER IN HUMAN RESOURCES AND KNOWLEDGE MANAGEMENT, issued by the University where he or she has registered.
The estimated duration for the completion of the Master in Human Resources and Knowledge Management is of 850 hours (85 credits).
Regarding the distribution of time it is established that:
- As it is an online Program, and is not subject to classroom attendance, a specific start date is not established, which means the student can sign up for the class at any moment, as long as there are available spaces.
- For academic and learning purposes the Program has a minimum duration of, that in exceptional cases (e.g. subject validations) may be of six months.
- The maximum duration to complete the program is 24 months. During this period of time, the student must have delivered all course evaluating activities corresponding to the subjects, and have approved the Final Project or Thesis.
The credit structure for the Master in Human Resources and Knowledge Management is summarized in the following table:
|Module 1: Knowledge Management and Organizational Processes||22||6||220|
|Module 2: Human Resources Management||26||6||226|
|Module 3: Administrative Abilities||19||5||190|
|Module 4: Professional Development||5||3||50|
|Scientific Research Methodology and Final Master Project (Mandatory)||15||5||150|
a. One (1) ECTS credit (European Credit Transfer System) corresponds to 25 hours (10 class hours + 15 study hours). If students attending the program are enrolled in a university not belonging to the European Higher Education Area (EHEA), the relationship between credits and hours may vary.
b. Length in months.
- Training professionals who possess strategic and executive thinking of human resources and knowledge management within the context of an integrated and systemic management of the organization, with the support of the new technologies in information and communication.
- Know and master the techniques most suitable to address this area and enhance the management and decision-making ability.
- To know and to handle the modern techniques in the management of knowledge, based on the use of new technologies in information processing within the business environment
- Offer management skills and abilities, as well as the methodology to implement people in the management of the organization.
- Develop the functions and procedures for the planning, organization, execution and control of human resources in the company
- Develop the strategic basics in line with the objectives of the company, to plan and anticipate future movements in the field of human resources.
- Identify and analyze the activities and responsibilities of the Human Resources Director in each of his/her areas of competence, and to propose tools to fulfill each of the human resources management process phases by covering each of the areas of knowledge.
- Understand and manage the processes of creation, generation, formulation and dissemination of individual and collective knowledge in terms of collaborative and cooperative tasks that facilitate and enhance the emergence of viable solutions, concrete and sustainable to real world problems, and whose achievement is manifested in human resources management.
Some of the career opportunities for the Master in Human Resources and Knowledge Management, are:
- HR Director.
- Personnel chief.
- Business consultant.
- HR consultant.
- Specialist in HR.
The Master in Human Resources and Knowledge Management program has a curricular structure based on 4 educational parts:
- 1st PART: KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PROCESSES (220 HOURS)
The first part allows you to understand, know and master the techniques of knowledge management in its organizational and technical aspects, as well as the consideration and knowledge of the basic psychosocial processes linked to the same.
The corresponding subjects and hours that compose the first part are shown in the following table:
|1st PART: KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PROCESSES|
|1||Organizational Structure and Change||25|
|2||Society of Change and Information||40|
|3||Organizational Culture and Climate||25|
|4||Innovation, Culture and Work Management in
the Communication Society
|5||Collaborative Work in Virtual Environments||20|
|6||e-Business and its Integration with Management Corporate Systems||50|
|7||Knowledge Management and Organizational Learning||30|
- 2nd PART: HUMAN RESOURCES MANAGEMENT (260 HOURS)
The second part allows you to provide the knowledge, tools and techniques for the management of people. Design, review, monitor and evaluate the policies and practices of Human Resources, as well as analyze the activities, roles and responsibilities of the department and its director.
The corresponding subjects and hours that compose the second part are shown in the following table:
|2nd PART: HUMAN RESOURCES MANAGEMENT|
|1||Strategic Management of Human Resources||30|
|2||Position Analysis, Description and Valuation||30|
|3||Recruitment, selection and promotion||30|
|4||Training and career plans||30|
|5||Performance Evaluation and Management by
|6||Compensation and Incentives||30|
|8||Human Resources Audit||20|
|9||Business Ethics and Corporate Social Responsibility||40|
- 3rd PART: ADMINISTRATIVE ABILITIES AND PROFESSIONAL DEVELOPMENT (270 HOURS)
The third part lets you explain in a didactic and practical way, the relevant aspects related to the development of the managerial skills and competencies required in the context of managing people, so as to provide the knowledge, techniques and appropriate tools for the management of HR, in situations that must be confronted on a daily basis.
The corresponding subjects and hours that compose the third part are shown in the following table:
|3rd PART: ADMINISTRATIVE ABILITIES AND PROFESSIONAL DEVELOPMENT|
|1||Management Techniques and Organizational Leadership||30|
|2||Negotiation and Conflict Resolution Techniques||30|
|3||Interpersonal Communication Techniques||20|
|4||Management Technics in Teamwork||30|
|5||Time management and conducting meetings||30|
|6||Stress and Burnout||30|
|7||Public Presentation Techniques||20|
|11||Quality as a Management Tool for Human Resources||10|
- 4th PART: FINAL MASTER PROJECT OR DEGREE THESIS (150 HOURS)
The Final Project or Degree Thesis, which academic load is 150 hours, has as its objective to present a comprehensive document that shows the total development of the proposed project and to achieve the possibility of its real-world implementation.
|4th PART: FINAL MASTER PROJECT OR DEGREE THESIS|
|1||Scientific Research Methodology||50|
Note: The contents of the academic program may be subject to slight modifications, depending on the updates or the improvements made.
Description of the Subjects
1st PART: KNOWLEDGE MANAGEMENT AND PROCESSES OF THE ORGANIZATION
- ORGANIZATIONAL STRUCTURE AND CHANGE
This subject shows the transformation process that took place in current organizations and analyzes future trends to be faced.
- CHANGES IN THE ENVIRONMENT, THE WORLD’S DIVERSITY, THE ORGANIZATIONAL STRUCTURE, ITS DESIGN AND ITS BASIC DIMENSIONS
- DESIGN OF THE ORGANIZATION AND ITS FORMS
- SOCIETY OF INFORMATION AND CHANGE
It develops a vision that contextualizes the management of technological and cultural change, providing the foundations and approaches to the transit toward the Society of Information and Knowledge and its organizational consequences in business management.
- ANALYSIS OF THE CURRENT SITUATION: INFORMATION SOCIETY
- ADAPTATION TO CHANGE: MANAGEMENT OF THE CULTURAL AND TECHNOLOGICAL CHANGE
- FROM THE CURRENT NETWORK SOCIETY TO THE SOCIETY OF KNOWLEDGE
- CHANGE IN THE ORGANIZATIONS: THE OPEN ADMINISTRATION
- ORGANIZATIONAL CULTURE AND CLIMATE
The text analyzes the most relevant concepts and the theoretical approaches that are more representative of culture and organizational climate, their relationship, the types and methods for the study, as well as the way to confront and resolve problems.
- THE BUSINESS CULTURE AND ITS PROFITABILITY
- THE CULTURAL STYLES AND THE ROLE OF THE LEADER IN EFFICIENT MANAGEMENT
- THE CLIMATE AND ITS INFLUENCE ON THE ORGANIZATION’S RESULTS
- INNOVATION, CULTURE AND WORK MANAGEMENT IN THE COMMUNICATION SOCIETY
This subject will enable to understand and reflect on the role of technologies in the communications society from the perspective of the change that imply the new technological innovations.
- INNOVATION FUNDAMENTALS (CONCEPTS, DIFFUSION OF INNOVATIONS, TYPES OF INNOVATION, INNOVATION MODELS)
- CHANGES IN THE FORMS AND METHODS OF WORKING (FROM TELEWORKING TO THE MOBILE MANAGEMENT)
- CASE STUDY
- VIRTUAL COLLABORATIVE WORK ENVIRONMENTS
It makes know the concept and the technologies associated to the collaborative work, from the management of organizational teams up to the management of teams from a distance mediated by virtual environments.
- FOUNDATIONS OF THE INDIVIDUAL BEHAVIOR
- MANAGEMENT OF GROUPS AND TEAMS
- FUNDAMENTALS OF ORGANIZATIONAL COMMUNICATION
- MANAGEMENT PROCESSES FOR VIRTUAL ENVIRONMENTS
- VIRTUAL COLLABORATIVE WORK ENVIRONMENTS
- E-BUSINESS AND ITS INTEGRATION IN MANAGEMENT SYSTEMS
It provides an overview of the management systems of the modern enterprise SCM, ERP and CRM.
- SUPPLIES CHAIN MANAGEMENT
- BUSINESS RESOURCES PLANNING
- MANAGEMENT OF THE LINKAGES WITH CUSTOMERS RELATED TO E-COMMERCE
- KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING
It analyzes each one of the typologies of knowledge that are generated in the companies for their management, diagnosis, distribution and availability of information; as key factors of success. It also shows the processes of organizational learning linked to and in accordance with the management of the organizational knowledge.
- THE KNOWLEDGE MANAGEMENT (KNOWLEDGE AND MANAGEMENT, OBJECTIVES OF KNOWLEDGE MANAGEMENT, PROPERTIES, AND TYPOLOGIES, TOOLS AND IMPLEMENTATION)
- TOWARD NEW PARADIGMS IN TEACHING AND RESEARCH (E-LEARNING)
- ORGANIZATIONAL LEARNING AND MATURITY MODELS (THE LEARNING ORGANIZATION, RESEARCH-ACTION OR THE MANAGEMENT OF THEORY AND PRACTICE, MATURITY MODELS OF LEARNING)
2nd PART: HUMAN RESOURCES MANAGEMENT
- STRATEGIC MANAGEMENT OF HUMAN RESOURCES
This subject is oriented to design the conceptual and methodological framework to recognize the strategic and systemic approach of the current Human Resources Management (HRM).
- OVERVIEW OF THE EFFECTS OF GLOBALIZATION IN HUMAN RESOURCES
- OVERVIEW OF THE HR DIRECTOR FUNCTIONS
- THE NEW TECHNOLOGIES IN THE HR MANAGEMENT AND THE CONTROL SYSTEMS OF HR MANAGEMENT
- ANALYSIS, DESCRIPTION AND ASSESSMENT OF THE POSITION
It analyzes the advantages and disadvantages that can pose a description, analysis and assessment of positions in the organization, according to the most common methodologies and managing the process from its beginning to its end.
- ORGANIZATIONAL STRUCTURE
- JOB POSITION. ANALYSIS AND DESCRIPTION OF THE POSITIONS, METHODS AND PROCESSES, THEIR RELATIONSHIP WITH THE TECHNIQUES OF HR, JOB CLASSIFICATION, MAP AND TRENDS
- RECRUITMENT, SELECTION AND PROMOTION
The subject shows the selection processes in the business and social environment, and the most effective modalities and tools to design and program phases of the process, observing the ratios and indicators used in the modern company.
- GENERAL CONCEPTS
- OVERALL PROCESS
- PROFESSIONAL PROFILE
- EXPLORATION AND EVALUATION
- PREPARATION OF A SKILLS PROFILE
- REVIEW OF THE COMPETENCY PROFILES OF THE POSITION
- DEVELOPMENT OF STRATEGIC MANAGEMENT ON THE BASIS OF POTENTIAL
- PERFORMANCE EVALUATION AND MANAGEMENT BY SKILLS
It explains the need to resort to specific theoretical-methodological budgets in order to insert in the MHR’ practice the approach by competencies. It also underlines the need to resort to the training process as the only sustainable path to maintain revitalized such competencies and their development. Moreover, it emphasizes the need to resort to use the performance evaluation as a process of feedback for the revitalization and development of the above-mentioned labor competencies.
- PERFORMANCE MANAGEMENT BASED ON SKILLS
- PERFORMANCE CRITERIA
- PERFORMANCE EVALUATION PHASES
- SKILLS ASSESSMENT
- CAREER AND SUCCESSION PLANS BASED ON SKILLS
- THE ASSESSMENT INTERVIEW
- PREPARATION OF A COMPETENCY PROFILE
- REVIEW OF THE COMPETENCY PROFILES OF THE POSITION
- DEVELOPMENT OF STRATEGIC MANAGEMENT ON THE BASIS OF POTENTIAL
- REMUNERATION AND INCENTIVES
This subject shows how to use the remuneration as a management tool integrated in the HR policies and strategies of the company.
- THE STRATEGIC MANAGEMENT OF REMUNERATION
- REMUNERATION AND MOTIVATION
- THE SYSTEM OF REMUNERATION
- DESIGN AND IMPLEMENTATION OF THE REMUNERATION POLICY
- THE ANNUAL PAY PLANNING PROCESS
- COMMUNICATION IN THE PAY PLANNING PROCESS
- REQUESTS FOR SALARY OF THE HR DIRECTOR.
- TRAINING AND CAREER PLANS
It enables the students to develop a training policy allowing to develop the human potential of their organizations, to achieve the strategic goals of the company and meet the requirements of the current quality certifications, as well as to develop tools and procedures to strengthen the talent in the organization.
- IMPORTANCE OF TRAINING IN THE COMPANY
- PRINCIPLES THAT ARE ESSENTIAL TO THE EFFECTIVENESS OF THE TRAINING
- ELABORATION OF THE TRAINING PLAN
- DEVELOPMENT AND IMPLEMENTATION OF THE PLAN
- PLAN EVALUATION
- CAREER PLANS
- PROFESSIONAL CAREER, PHASES AND SEASONS
- GENERIC AND SPECIFIC FUNCTIONS IN THE CAREER PLANS
- NEEDS AND OBJECTIVES OF THE CAREER PLANS
- SUCCESSION PLAN AND POTENTIAL ASSESSMENT (PERFORMANCE EVALUATION)
- ISO 45001
This subject presents the active model and the planning of the preventive activity as a basic and critical element of any management model for the prevention of occupational risks, instrumented in the ISO 45001:2018 standard, as well as the necessary documented information and audit requirements. Some of the topics that are addressed in the subject are the following:
- THE ROLE OF PREVENTION IN THE GLOBAL MANAGEMENT OF THE COMPANY
- Background. The reactive system of action. Elements of success of the active system of action. Integration of preventive activity. How is the integration of occupational risk prevention achieved? What is a management system for occupational risk prevention? Types of management models. Management responsibilities.
- PLANNING OF PREVENTIVE ACTIVITY IN THE COMPANY
- Introduction. Definition of preventive planning. Planning by objectives and rules of procedure. Aspects of the planning of preventive activities. General planning procedure.
- ISO 45001:2018 STANDARD
- Introduction. Background of the ISO 45001:2018 standard. High-level structure: Annex SL. Main changes of ISO 45001:2018 with respect to OHSAS 18001:2007. Priorities in the implementation. Certification of the OSH management system according to the ISO 45001:2018 standard. Transition of the specification to the ISO 45001: 2018 standard.
- IMPLEMENTATION OF ISO 45001:2018 STANDARD
- Introduction. Object and field of application. Normative references. Terms and definitions. Context of the organization. Leadership and participation of workers. Planning. Support. Operation. Performance evaluation.
- DOCUMENTED INFORMATION OF THE OSH MANAGEMENT SYSTEM ACCORDING TO ISO 45001:20188
- Introduction. Level I: Occupational safety and health management manual. Level II: procedures. Level III: instructions. Level IV: records. Control of documentation.
- LABOR RISK PREVENTION AUDIT
- General concepts about prevention audits. Principles of audit. Objectives of prevention audits. Types of audits in prevention of occupational risks. The audit process. Evaluation of the occupational risk prevention audit. Necessary requirements to carry out an audit of occupational risk prevention.
- HUMAN RESOURCES AUDITING
It provides the student with tools and techniques for the conduct of audits, emphasizing the role of the auditor and the basic aspects in the audit processes.
- HUMAN RESOURCES AUDITING, ITS IMPORTANCE
- STAGES WITHIN AN AUDITING PROCESS
- THE ROLE OF THE AUDITOR
- BARRIERS AND KEY ADVANTAGES IN THE HUMAN RESOURCES AUDITING PROCESSES
- AUDITING METHODS AND TECHNIQUES
- BUSINESS ETHICS AND CORPORATE SOCIAL RESPONSIBILITY
Business and people management.
- INTRODUCTION TO ETHICS
- THE MORAL VALUES IN MODERN SOCIETY
- ETHICS AND SOCIETY
- ETHICS AS A TOOL IN THE BUSINESS MANAGEMENT
3rd PART: MANAGERIAL SKILLS AND PROFESSIONAL DEVELOPMENT
- MANAGEMENT TECHNIQUES AND ORGANIZATIONAL LEADERSHIP
The aim of this subject is to be familiar with and deepen in the styles of leadership and administration, their relationship, differences, importance and theoretical approaches, as well as the skills and abilities necessary for their exercise.
- INTRODUCTION TO THE IMPORTANCE OF LEADERSHIP AND BUSINESS ADMINISTRATION
- Introduction. The main human resource: people. Administration and social psychology. What is leadership? Definition, differences and functions of the leader and the executive. Corporate culture, values and processes of change. Importance of organizational leadership.
- THEORETICAL APPROACHES IN THE STUDY OF ADMINISTRATION AND LEADERSHIP, ITS EVOLUTION
- Introduction. Leadership prehistory. Industrial revolution, the classical school of the scientific organization- authoritarian leader. School of Human Relations - democratic leader. Bureaucratic model - charismatic leader. The behaviorist theory -theory features- psychological qualities leader. The organizational development - group leader. Participative administration. Administration’s systemic school - contingency theories. Task- or relationship-oriented leader. Strategic Administration - change by values - competencies.
- LEADERSHIP STYLES
- Introduction. Definitions. Leadership style. Types of classic leadership styles. Other types of leadership. Models of contemporary leadership styles. Essential principles of the leaders in managing men. Effective leadership.
- SKILLS AND ABILITIES OF THE LEADER AND THE EXECUTIVE: TECHNIQUES AND TOOLS
- Introduction. Skills and abilities of the leader and the executive. Analysis of the results of a comparative research of leader tourist executives with no leaders in terms of the level of performance. Assessment of personal characteristics. Techniques and tools for the leader's job.
- INTERPERSONAL COMMUNICATION TECHNIQUES
The subject identifies the elements that are involved in a process of communication, lists those items and describes the roles of the different characters that are part of the process of communication in a workspace.
- COMMUNICATION: GENERAL ASPECTS
- PATTERNS OF COMMUNICATION AND THEIR PARTICIPANTS
- COMMUNICATION PROCESS
- MEANS OF COMMUNICATION
- COMMUNICATION BARRIERS
- TOOLS AND TECHNIQUES FOR AN EFFECTIVE COMMUNICATION
- PERSONAL QUALITIES TO BE A GOOD COMMUNICATOR
- NEGOTIATION AND CONFLICT RESOLUTION TECHNIQUES
It contains information to help you understand the theoretical and practical aspects related to the conflict and the most common resolution strategies: Negotiation, Mediation and Arbitration, among others.
- INTRODUCTION TO CONFLICT ANALYSIS
- Theories on the origin and causes of conflicts. Types of conflicts. Forms of expression of conflicts. Sources or stages of conflicts. Phases or stages of conflicts. Consequences of conflicts. Conclusions.
- STRATEGIES OR METHODS TO RESOLVE CONFLICTS
- Conflict management (phases and resolution curve). Introduction to conflict resolution strategies. Negotiation strategies. Mediation strategy (facilitation and consultation). Arbitrage strategy.
- COMPETENCIES, SKILLS AND ABILITIES TO RESOLVE CONFLICTS
- Emotional competencies to resolve conflicts. Personal competencies, social competencies. Social skills. Competencies related to what is commercial. Skills of the specialists in conflict resolution. Conclusions.
- WORK TEAMS MANAGEMENT TECHNIQUES
This subject provides the theoretical and practical elements on groups and work teams, their characteristics, and the techniques and tools for their effective management.
- WORK TEAMS
- Introduction. General considerations. Team formation. The diversity of the types of groups. Differences between groups and work teams. High performance systems and participatory management. Team rules. The management skills for teamworking. The legitimization of perceptions. Rules of teamworking. The consensus. Three key elements to teamwork. Characteristics of the effective teams. Most frequent errors in the conduct of work teams. Conflicts management.
- MAIN TOOLS TO IMPROVE TEAMS
- Introduction. Interaction between individual and collective interests. The personal self-realization in the team's work. LEADERSHIP AND SELF-DIRECTED TEAMS. Practical exercise The 7 habits of leadership. The eighth habit of leadership. The emotional intelligence in the team. Are you an assertive person? Sociometric networks, the sociogram. The group assessment test. Psychodrama. Meetings and team work sessions. Interaction method. Delegation, autonomy and independence. Management by objectives and results.
- TEAM DECISION MAKING. WORK TEAM TECHNIQUES
- Introduction. Empowerment. Considerations in line with the decision-making. Factors on which the decision-making process depends. Techniques of generating ideas. Techniques focused on reaching consensus. Techniques focused on organizing ideas. Creativity. Mental locks of creativity.
- TIME MANAGEMENT AND CHAIRING OF MEETINGS
It is fundamental to learn how to optimize the working meetings through good preparation and its development . It also provides criteria and techniques for the management of the own time within the framework of the directive function.
- THE DIRECTOR'S TIME MANAGEMENT AND EFFECTIVENESS
- PRINCIPLES OF THE DIRECTOR’S PLANNING AND ORGANIZATION
- THE DELEGATION, CONCEPTS, DIFFICULTIES AND ADVANTAGES
- THE DELEGATION PROCESS
- STRESS AND BURNOUT
This subject teaches how to manage stressful and burnout situations, within the business organization, by giving the student the necessary theoretical and practical knowledge.
- THE MOST IMPORTANT CONCEPTS AND APPROACHES IN THE CONFRONTATION OF OCCUPATIONAL STRESS
- TECHNIQUES AND TOOLS FOR THE STRESS MANAGEMENT
- CAUSAL FACTORS OF OCCUPATIONAL STRESS
- INCIDENCES OF STRESS DEPENDING ON PERSONAL VARIABLES
- PUBLIC SPEAKING TECHNIQUES
It develops the capacity of participants to prepare and carry out professional presentations, in order to achieve the desired impact in the audience.
- CONCEPTUAL DEFINITIONS OF PUBLIC PRESENTATION IN THE PROFESSIONAL FIELD
- SUCCESS FACTORS
- PREPARATION, IMPLEMENTATION AND ROLE OF THE PRESENTER
- EMOTIONAL INTELLIGENCE
It aims to know and understand the emotional intelligence tools.
- INTRODUCTION TO EMOTIONAL INTELLIGENCE
- HUMAN INTELLIGENCE
- EMOTIONAL INTELLIGENCE IN THE COMPANY
- PERSONAL MARKETING
This subject shows the necessity of personal marketing in today’s world.
- WHY TO MAKE PERSONAL MARKETING?
- DEFINITION OF PERSONAL MARKETING
- CONDUCTING A PERSONAL MARKETING CAMPAIGN
- MARKETING TOOLS
- INTELLECTUAL CAPITAL
This subject is aimed at demonstrating that the human factor, as creator and disseminator of knowledge, is becoming one of the main sources of competitive advantages for the organizations.
- THEORETICAL FRAMEWORK OF INTELLECTUAL CAPITAL
- IMPLEMENTATION MODELS OF INTELLECTUAL CAPITAL
- HUMAN CAPITAL: BACKGROUND ON THE VALUATION OF THE HUMAN COMPONENT
- THE QUALITY AS A TOOL FOR HR MANAGEMENT
It deepens into the importance of quality as the indispensable tool in HR management.
- IMPORTANCE of QUALITY, ITS DEFINITION AND HISTORICAL EVOLUTION
- GETTING TO KNOW THE QUALITY MODELS
- DEEPENING INTO THE EFFECTS THAT QUALITY HAS IN THE HUMAN RESOURCES MANAGEMENT
- NEUROLINGUISTIC PROGRAMMING
It introduces the student in an attractive, practical and current topic. In addition, it shows the models of human behavior through which some people and professionals in particular get the maximum development of excellence, while other people, seemingly doing the same thing, do not achieve it.
- THE PSYCHOTHERAPY AS HISTORICAL BACKGROUND OF THE NEUROLINGUISTIC PROGRAMMING (NLP)
- EMERGENCE OF THE NLP
- CONCEPT OF NLP
- REPRESENTATIONAL SYSTEMS
- REPRESENTATIONAL SYSTEMS
- NLP AND COMMUNICATION
- SCIENTIFIC RESEARCH METHODOLOGY
This subject familiarizes the student with the scientific context of research and its conceptual and methodological requirements. The different stages of a research process are presented, by favoring the development of abilities and skills in the methodological design of the final project, as well as in the report or research report development.
Some of the topics covered in this subject are the following:
- EPISTEMOLOGICAL ASPECTS OF THE SCIENTIFIC RESEARCH
- What is the epistemology? What is a paradigm? Knowledge and science. Positive empirical conception. Hermeneutic or interpretive conception. Poiesis and praxis: a key in understanding the paradigms.
- SCIENTIFIC RESEARCH PROCESS
- Stages. How to start an investigation? Project: starting point. Choosing a topic. Posing the problem. Posing the research questions. Definition of the objectives. Elaboration of hypotheses. Justification of the research. Definition of the title.
- CONSTRUCTION OF THE THEORETICAL FRAMEWORK
- What is a theoretical framework? Literature review: Documentation and search for information. What to look for?: primary, secondary, and tertiary sources. Where to look for?: physical and/or virtual location. What kind of literature should be seen in detail?: criteria for choosing. How to read academic texts?: reading and comprehension of written texts strategies. Reproducing/understanding a text: beyond everything or nothing. Useful advice for reading academic texts. How to register the information? Elaboration of the theoretical framework: guidelines.
- DESIGN OF THE METHODOLOGICAL STRATEGY
- Definition of the type of research design. Classification of the variables. Operational definition of the variable. Sampling. Data collection techniques and tools. Participant observation. Nominal Group. DELPHI technique. Interview in detail. Discussion groups. Life history. Procedures for the data analysis. Qualitative data analysis. Content analysis. Discourse analysis.
- RESEARCH REPORT
- Parts of a written research report. Formal aspects in developing scientific projects. Composition of written texts: the writing process. Textual issues. Basic textual properties. International regulations on bibliographic citations. General regulations for citations in the text. Bibliographical references at the end of the text. Some criteria to self-assess a research report.
The Master’s Degree Final Project or Degree Thesis must be a contribution to the field of the Human Resources Management and Knowledge Management, applying the diverse knowledge acquired during the course.
Its contents shall conform to the regulations defined for these purposes.
The development of the Master’s Degree Final Project or Degree Thesis can be started in parallel to the study of the Program subjects, according to the student’s convenience and availability. However, it is advisable to devote approximately the last semester of the Master's Degree for its development and final drafting.
The general methodology presented enables the student to accumulate, along the Master’s Degree, enough works to quickly develop the Thesis, which, in turn, will be subjected to partial corrections necessary before its final submission.
The work will be supervised by a teacher-tutor, whose assignment will depend on the chosen topic.
- Dra. Silvia Aparicio. Doctora en Ciencias Económicas por la Universidad Autónoma de Madrid y Licenciada en Administración y Dirección de Empresas por la Universidad de Cantabria. Directora Académica Internacional del Área de Desarrollo Directivo, Organización Empresarial y Recursos Humanos de la Fundación Universitaria Iberoamericana, FUNIBER.
- Dra. Cristina Hidalgo González. Doctor in Business QC from the University of León. Associate professor in the Department of Applied Economics at the University of León.
- Dr. Rubén Calderón Iglesias. Doctor in Economics from the University Antonio de Nebrija, Spain. Professor at the International Iberoamerican University.
- Dra (c). Carmen Lilí Rodríguez Velasco. Doctorate candidate in Education from the International Ibero-american University. Master’s in Occupational and Organizational Psychology from the University of Havana, Cuba. International Academic Coordinator of the Management Development, Business Organization and Human Resources Area, at FUNIBER.
- Dra (c). Daniela Torrico Villarroel. Doctorate in Projects, Marketing Research, International Iberoamerican University (in process). Master’s in Business Administration (La Salle Business Administration). Master’s in Business Marketing and Distribution (Polytechnic University of Catalonia). Academic Program Coordinator of the Master’s program in Strategic Marketing and its Specializations.
Teaching staff and Authors
- Dr. David Barrera Gómez. Doctor Ingeniero por la Universidad Politécnica de Cataluña y MBA por la Escuela Técnica Superior de Ingenieros Industriales de Barcelona, UPC. Consultor de negocio, tecnología y soluciones empresariales. Profesor de la Universidad Internacional Iberoamericana.
- Dr. Roberto M. Álvarez. Doctor en Ingeniería de Proyectos, por la Universidad Politécnica de Cataluña, España. Máster en Gerenciamiento de proyecto y de diseño, por el Politécnico de Milán, Italia. Profesor de la Universidad de Buenos Aires, Argentina. Profesor de la Universidad Internacional Iberoamericana
- Dr. Sergio Balarezzo Saldaña. Rector de Investigación de la Universidad de Piura. Perú
- Dr. Francisco J. Hidalgo Trujillo. Doctor en Ingeniería de Proyectos: Medio Ambiente, Seguridad, Calidad y Comunicación, por la Universidad Politécnica de Cataluña. Asesor y consultor de organizaciones. Analista de procesos estratégicos y de desarrollo empresarial.
- Dr. Manuel Maeda Takeuchi. Profesor de Programas de Ingeniería y Administración de Empresas, Universidad de Piura, Perú. Experiencia Gerencial en Administración, Proyectos de Corporación, Administración de Operaciones y Administración y Finanzas.
- Dra. Cristina Hidalgo González. Doctora en CC. Empresariales por la Universidad de León. Profesora Titular del Departamento de Economía Aplicada de la Universidad de León.
- Dra. Olga Capó Iturrieta. Doctorado en Ingeniería de Proyectos: Medio Ambiente, Seguridad, Calidad y Comunicación, por la Universidad Politécnica de Cataluña Responsable del Área de Proyectos del Instituto de Investigaciones Agropecuarias (INIA), Chile.
- Dr. Eduardo García Villena. Doctor en Ingeniería de Proyectos: Medio Ambiente, Seguridad, Calidad y Comunicación, por la Universidad Politécnica de Cataluña. Director Académico del Área de Medio Ambiente de la Fundación Universitaria Iberoamericana.
- Dr. Rubén Calderón Iglesias. Doctor en Economía por la Universidad Antonio de Nebrija, España. Profesor de la Universidad Internacional Iberoamericana.
- Dr. Salvador Rus Rufino. Doctor en Filosofía, por la Universidad de Navarra. Doctor en Historia, por la Universidad de León. Profesor Titular de la Universidad de León. Director de la Cátedra de Historia de la Empresa Familiar, Universidad de León.
- Dr (c). Saúl Domingo Soriano. Doctor candidato por la Universidad de León. Máster en Dirección General de Empresas por el Instituto Catalán de Tecnología de Barcelona. Máster en Consultoría y Tecnologías de la Información e-Business por la Universidad de Las Palmas de Gran Canaria, España. Director de Proyectos Finales de Máster y Especializaciones, FUNIBER.
- Dr (c). Diego J. Kurtz. Doctorado en Ingeniería y Gestión del Conocimiento por PPGEGC – UFSC (en proceso). Máster en International Business - Wiesbaden Business School, Alemania. Investigador del Núcleo de Gestión para la Sustentabilidad (www.ngs.ufsc.br) e Investigador Junior del Proyecto Dynamic SME (www.dynamic-sme.org). Coordinador de Programas y Profesor de FUNIBER.
- Dra (c). Julién Brito Ballester. Doctorado en Proyectos, por la Universidad Internacional Iberoamericana (en proceso). Máster en Psicología Laboral y Organizacional por la Universidad de La Habana, Cuba. Máster en Gestión de Recursos Humanos por la Universidad Autónoma de Barcelona. Máster en Coaching Sistémico por la Universidad Autónoma de Barcelona. Consultora Internacional y Experta en Gestión de Recursos Humanos, Formación, Desarrollo y Competencias Profesionales.
- Dra (c). Diana Patricia Cortés Díaz. Doctorado en Proyectos, por la Universidad Internacional Iberoamericana (en proceso). Máster en Recursos Humanos y Gestión del Conocimiento de la Universidad de León, España. Consultora especializada en Derecho Laboral y Seguridad Social. Coordinadora de Programas y Profesora de FUNIBER.
- Dra (c). Andrea Gutiérrez Jiménez. Doctorado en Proyectos, por la Universidad Internacional Iberoamericana (en proceso). Máster en Recursos Humanos y Gestión del Conocimiento de la Universidad de León, España. Coordinadora de Programas y Profesora de FUNIBER.
- Dra (c). Carmen Lilí Rodríguez Velasco. Doctorado en Educación, por la Universidad Internacional Iberoamericana (en proceso). Máster en Psicología Laboral y Organizacional por la Universidad de La Habana, Cuba. Coordinadora Académica Internacional del Área Desarrollo Directivo, Organización Empresarial y Recursos Humanos, FUNIBER.
- Dra (c). Daniela Torrico Villarroel. Doctorado en Proyectos, investigación Marketing, por la Universidad Internacional Iberoamericana (en proceso). Máster in Business Adiminsitration (La Salle Business Administration). Máster en Marketing y Distribución Comercial (Universidad Politécnica de Cataluña). Coordinadora de Programas y Profesora de FUNIBER.
- Dra (c). Lina Pulgarín Osorio. Doctorado en Proyectos, por la Universidad Internacional Iberoamericana (en proceso). Máster en Gestión Integrada: Prevención, Medio Ambiente y Calidad, por la Universidad Politécnica de Cataluña. Coordinadora de Programas y Profesora de FUNIBER.
- Ms. Antonio Vega. Diplomado en Administración y Dirección de Empresas por ESADE. Master en Dirección de Recursos Humanos y Consultoría en las Organizaciones por la Universidad de Barcelona. Coach y Consultor en Planificación Estratégica, Liderazgo y Desarrollo Organizacional. Presidente en Fundación Humaniza.
- Ms. María Eugenia Luna Borgaro. Máster en Recursos Humanos y Gestión del Conocimiento de la Universidad de León, España. Experta en Gestión de Recursos Humanos y Habilidades Directivas. Profesora de FUNIBER.
FUNIBER Training Scholarships
The Iberoamerican University Foundation (FUNIBER) allocates periodically an extraordinary economic item for FUNIBER Training Scholarships.
To apply, please fill out the information request form that appears in the web of FUNIBER or contact directly the Foundation’s headquarters in your country that will inform you if you need to provide some additional information.
Once the documentation is received, the Evaluation Committee will determine your application's eligibility for the FUNIBER Training Scholarship.