The business management that takes place in a global society dominated by new services based on Information Technologies and Telecommunications demands companies, organizations, institutions, and everyday activities connected through Telecommunications Networks.
The knowledge of new developments in the field of telecommunications will allow the business manager of the 21st century to be able to raise organizational, technological, commercial and financial innovations in order to ensure optimal levels of competitiveness in the new interconnected global market.
The Master’s Degree in Strategic Management in Telecommunications (MDETel), addresses the need to have a comprehensive knowledge of the different technological possibilities of today’s and future's networks. Special attention is given to the different services that networks and telecommunications provide and to the new business opportunities that they offer to the business fabric. The program provides the foundations for business innovation based on the proper management and alignment of organizational strategies with the strategies of Telecommunications.
The importance of holding a degree in Strategic Management and IT
In order to unite the broad field of Management with the theory and applied knowledge of the Business Strategy with a global vision of society, and a strong analysis of the role of Telecommunications in the strategic processes of new economy’s organizations, there is a demand on solid training which is suitable for:
- Giving a broad vision of the relationship between Telecommunications and society.
- Giving a complete overview of strategic thinking from business planning to its deployment in Telecommunications strategies.
- Understanding the intimate relationship between business processes, organizational systems and ways of working with the Telecommunications world (highlighting the networks, Telecommunications and the Internet).
- Providing theoretical knowledge on Telecommunications linked to the tools and methods that are in use, and international experiences related with the strategic management.
- Overcoming the own problems as well as critic ones that may arise from any activity linked to organizational change processes caused by the implementation of Telecommunications.
Central concepts of the program: Strategic Management in Telecommunications
While the Strategic Management leads to knowledge about how to correctly run a company, and Telecommunications leads to knowledge of the networks’ potential, when joining them together, a new space is created, one which hosts Business Administration with Telecommunications Management. This new space allows for two things.
- Understanding the strategic direction aligned with the ICT and Telecommunications. In this case, the new forms of management and corporate administration are better understood, for they arise due to the presence of Telecommunications networks and services.
- Applying the Strategic Direction to the management of Telecommunications networks and services. In this case, you get an overview of the telecommunications business when they are considered a strategic resource and the foundation of many new businesses.
Who is the programme for?
Its training methodology, in addition to the clarity, breadth and didactic design of the program contents enables that the Master's Degree in Strategic Management in Telecommunications (MDETel) is oriented to all those people who want to acquire the foundations and the required knowledge to understand the Telecommunications networks and services of the organizations and the global society, with a strategic perspective integrated into the current economic and social dynamics. This program also responds to the needs of all those who wish to suggest organizational strategies based on telecommunications and/or integrating telecommunications in a business.
The aim of the MDETel program is to meet the new changing needs of professionals working in the Telecommunications sector.
Regarding its executive branch , the Master's Degree in Strategic Management in Telecommunications (MDETel) aims to train dynamic, creative professionals motivated in leading telecommunications business projects.
To access to the program, the following aspects will be valued:
- Holding a University Degree in Engineering, Business Management, Economics or Law.
- Be interested in the competitiveness of the new businesses and meeting their necessities by using Telecommunications networks and services as essential elements of the organizational strategy.
- Professional experience.
When the student has passed all the subjects and has completed all the academic, administrative and economic requirements of the Iberoamerican University Foundation and of the University, the student will receive the diploma issued by the chosen University with the sponsorship of the Iberoamerican University Foundation (FUNIBER). The diploma’s name may vary according to the legislation of each country and to the regulations of each university or the issuing entity.
MDETel consists of 18 subjects, a Case Study and Resolution, and a Master’s Degree Final Project. Each subject is designed to know and understand the fundamental aspects of business strategy, human resources management, the necessary technologies and their associated applications. The aim is to achieve a global vision of businesses when Telecommunications networks and services are involved and that are considered a strategic resource.
The MDET consists of 82 credits distributed as follows: 67 credits, and 15 credits corresponding to the Scientific Research Methodology and the development of the Master’s Degree Final Project.
Regarding time distribution:
- Since it is an on-line course, it does not have a specific starting date, so that the student can register at any time, provided that there is enough place.
- The maximum time available to complete this program is 24 months. In this period of time, the student must have passed all the assessment tasks of all subjects, and must have passed the Final Project.
The structure of the Program Master’s Degree in Strategic Management in Telecommunications (MDETel) is shown in the following table:
|1st Part: Business Strategy||15||4||150|
|2nd Part: Human Resources Management||8||3||80|
|3rd Part: Technology and Business||44||12||440|
|4th Part: Scientific Research Methods and Master’s Degree Final Project||15||5||150|
a. The equivalence in credits may vary according to the University that issues the Diploma. One (1) ECTS credit (European Credit Transfer System) corresponds to 10 + 15 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.
- Understanding the basic concepts relating to the telecommunications networks and their associated services as part of the business development strategy.
- Understanding the Telecommunications’ phenomenon as the foundation for new business strategies based on business innovations.
- Knowing the Telecommunications technologies that enable business innovations.
- Recognizing the elements that support the management of the organizational changes involving Telecommunications, its effects and how they are arranged on a business and technology project.
- Assimilating the tools and strategic business techniques that allow you to design, build, and deploy a business strategy based on Telecommunication networks and services.
- Learning the human resources management’s techniques and tools for the strategic management of new business based on Telecommunications.
- Assessing whether it is appropriate or not to limit Telecommunication’s resources, justify new applications and strategic decision-making when telecommunications resources are involved .
Some of the career opportunities of the Master’s Degree Program in Strategic Management in Telecommunications (MDETel) are:
- Management of a new technologies department, area, etc..
- Director of technology business projects
- Director of business projects based on Telecommunications.
- External Advisor or business consultant in organizational change strategies through the implementation of Telecommunications.
- Director of technology-based enterprise creation projects.
The Master’s Degree Program in Strategic Management in Telecommunications (MDETel) has a Study Plan based on 4 training parts:
- 1st PART: BUSINESS STRATEGY (150 HOURS)
The first part allows you to understand how an organization prepares a change strategy and plans its organizational deployment.
Subjects and their corresponding working hours are shown in the following table:
|1ST PART: BUSINESS STRATEGY|
|1||Strategic Management and Planning||40|
|2||Re-engineering, Strategy, Systems Management and ICT||40|
|3||Strategic Management of Human Resources||30|
|4||Information and Change Society||40|
- 2nd PART: HUMAN RESOURCE MANAGEMENT (80 hours)
The second part allows you to understand and generate strategies for organizational change through individuals and work teams.
Subjects and their corresponding working hours of the first part are shown in the following table:
|2ND PART: HUMAN RESOURCES MANAGEMENT|
|1||Work teams management techniques||30|
|2||Negotiation and Conflict Resolution Techniques||30|
|3||Virtual Collaborative Work Environments||20|
- 3rd PART: TECHNOLOGY AND BUSINESS (440 HOURS)
The third part presents the tools that turn a traditional organization into a network organization based on the Telecommunications networks and services. The aim is to get an overview of the business when Telecommunications are involved and these are considered as a strategic resource.
Subjects and their corresponding working hours are shown in the following table:
|3RD PART: TECHNOLOGY AND BUSINESS|
|1||The Telecommunications Market||30|
|2||Telecommunications Technical and Business Structure||30|
|5||Network Management and Security||30|
|6||Telecommunications Market Regulation||30|
|7||Business Intelligence and Document Management||60|
|8||Integration of Business Management Systems||50|
|9||Knowledge Management and Organizational Learning||30|
|10||Environmental Management System ISO 14001||30|
|11||Administration and Management of ICT Projects||60|
- 4th PART: SCIENTIFIC RESEARCH METHODS AND MASTER’S DEGREE FINAL PROJECT (150 HOURS)
The fourth part allows to train a post-graduate researcher in theoretical or applied fields, a professional who solves academic and/or professional problems.
|4TH PART: SCIENTIFIC RESEARCH METHODS AND MASTER’S DEGREE FINAL PROJECT|
|1||Scientific research methods and master's degree final project||150|
Description of the Subjects
1st PART: BUSINESS STRATEGY
- STRATEGIC MANAGEMENT AND PLANNING
This subject focuses on the strategic thinking applied to the administration and provides a training in tools and mechanisms that facilitate the contemporary management, by accepting the change management as something inherent to the unstable and variables environments, in which the organizations are developed.
Some of the topics covered in this subject are the following:
- CHANGE MANAGEMENT AS A SUBSTRATE FOR STRATEGIC ADMINISTRATION
- Personal and organizational change. Some models to implement organizational change. Resistance to change. Participation in the process of strategic change.
- THE STRATEGIC ADMINISTRATION AS A MODEL OF CHANGE
- Strategic thinking and administration. Presentation of a model of strategic planning validated internationally. The SWOT matrix as a valuable instrument of strategic planning.
- STRATEGIC MANAGEMENT IMPLEMENTATION BUSINESS STRATEGIES
- Strategic scenarios. The vision. Analysis of the values system that support the strategy. Elaboration of business strategies. Objectives and measurement criteria. New businesses. Growth. Consolidation. Revitalization.
- REENGINEERING, STRATEGY, SYSTEMS AND ICT MANAGEMENT
This subject covers the organizational role of ICTs, from its strategic repositioning within the organizational reengineering, up to its strategic management as a business resource.
- INFORMATION SYSTEMS AND ORGANIZATIONS
- Presentation. Information Systems (functions, components and typology). IS in the organizations (role and classification). IS for the administration. The Impact of ICTs on a business design.
- STRATEGY FOR IS/T
- Introduction. Strategic Management and Planning of IS/T. Analysis tools (Success critical factors, Technological maturity of the organization, Organizational change, Benefits and Costs of the change, Assessment of the implementation).
- ADMINISTRATION OF IS/T
- Introduction. Functional management of the IS. Development strategic alternatives. Organization forms of the IS function.
- Introduction. Concept. Management and Reengineering. Applications. Cases of success.
- STRATEGIC MANAGEMENT OF HUMAN RESOURCES
This subject provides a global vision of the role of the Human Resources’ director in the 21st Century, by covering the activity areas of management and integration into the business strategy. It also makes an overview of the effects of globalization on human resources, new technologies in HR Management and control systems of HR management.
- STRATEGY AND MANAGEMENT OF HUMAN RESOURCES
- Introduction. Organizational Strategy. Strategic administration and change. Strategic Administration and its key processes. Features and trends of the current MHR. Need for the functional model of MHR. Tasks.
- MHR: TECHNOLOGY FOR ITS DIAGNOSIS, SCREENING AND CONTROL
- Introduction. Technology for the diagnosis, screening and control of the MHR. Characteristics of the workforce. Tasks technologies. Interest groups, policies and results. Tasks.
- STRATEGIC HR PLANNING AND TEMPLATES OPTIMIZATION
- Introduction. Inclusive and systemic process of the HR planning. Determination and Optimization of templates. Tangible and intangible indicators. Audit or balanced scorecard in the MHR. Tasks.
- SOCIETY OF INFORMATION AND CHANGE
The aim of this subject is to contextualize 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: WIDESPREAD CHANGE
- Transit toward the information society (trends and effects, transition, and conceptual framework). Information Economy (historical antecedents and characteristics). Change impacts (new industrial sectors, new competitive strategies, new organizational structures).
- ORGANIZATIONAL ADAPTATION TO CHANGE: MANAGEMENT OF THE CULTURAL AND TECHNOLOGICAL CHANGE
- Innovation as an adequacy proposal. Cultures and innovative organizations. Vision of the organization from the point of view of the information (learning organization, implementation and integration of information technologies as a process of organizational learning, competitiveness strategy based on the binomial information/information technologies, analysis of the organization from the point of view of the information, birth and consolidation of a new culture in organizations).
- FROM THE CURRENT NETWORK SOCIETY TO THE SOCIETY OF CHANGE
- Internet and network economy (data, history and technological aspects of the Internet, regulations, characteristics and implications of the network economy). Toward the knowledge economy (knowledge economy, knowledge as organizational value, impacts of the management of knowledge in the field of organizations). Impact of knowledge management in organizations (knowledge economy, knowledge as organizational value, impacts of the management of knowledge in the field of organizations). Globalization and information society (from the communication to the digital literacy, the regulation of the global network).
- TOWARD THE OPEN ADMINISTRATION (ANNEX)
- Basic concepts on the Information Society. Situation of the State on the Information Society. The open administration: ICTs in administrative processes. Toward a Sustainable Information Society.
2nd PART: HUMAN RESOURCES MANAGEMENT
- WORK TEAMS MANAGEMENT TECHNIQUES
This subject provides the theoretical and practical elements on groups and work teams, their characteristics, techniques and tools for their effective management.
- WORK TEAMS
- Exposing and arguing the main theoretical considerations that support the team work. Applying these considerations creatively to the team in daily practice. Transforming the team until it is considered efficient and self-directed. Interpreting and putting into practice the rules of team work, as well as reaching a consensus.
- MAIN TOOLS TO IMPROVE TEAMS
- Exposing and arguing the key reflections on which the work of the sociometric networks is based. Applying creatively a validated methodology to the team for team work meetings and sessions. Implementing in its radius of action the tools studied to achieve the efficiency of working in a team. Interpreting and putting into practice the administration by objectives and results.
- TEAM DECISION MAKING. WORK TEAM TECHNIQUES
- Applying the studied techniques to ensure the quality of decision-making. Training in a practical way in the different techniques that enable to generate more ideas and select the best ones for their implementation. Cultivating the individual’s and team creativity.
- NEGOTIATION AND CONFLICT RESOLUTION TECHNIQUES
The course prepares to deepen in the knowledge and skills relating to conflict resolution strategies, and basic skills for its resolution.
- INTRODUCTION TO CONFLICT ANALYSIS
- Definitions and types. Causes of conflict’s generation. Stages through which the conflict goes through, and their consequences.
- STRATEGIES AND RESOLUTION TECHNIQUES
- Management, stages, and conflict resolution curve. Negotiation, mediation and arbitration.
- COMPETENCIES AND SKILLS NEEDED FOR IN-COMPANY CONFLICT RESOLUTION.
- Emotional, social, cognitive and personal competencies. Negotiating skills.
- VIRTUAL COLLABORATIVE WORK ENVIRONMENTS
This subject teaches 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.
- ESSENTIAL CONCEPTS: FROM VIRTUAL ENVIRONMENTS TO VIRTUAL ENVIRONMENTS OF COLLABORATIVE WORK.
- Interaction between people. Virtual environments and Virtual Environments of Collaborative Work. Collaboration, cooperation and shared work. Constructivism and constructionism: a base of active learning. Cognition versus Cognitive.
- Toward a Virtual Environment of Collaborative Work: BASIS FOR BUILDING A VIRTUAL ENVIRONMENT.
- Introduction. Socio-cultural approaches of learning as the basis of work in the contemporary society. Critical thinking as a basis of the process of problems resolution between people. Group dynamics as the basis of organizations between individuals. Technological models of sharing, collaboration and cooperation.
- TECHNOLOGIES FOR THE SHARED WORK IN VIRTUAL ENVIRONMENTS OF COLLABORATIVE WORK.
- Introduction. CSCW and CSCL. Groupware Technology. Solutions and technologies for the shared work in Virtual Environments of Collaborative Work (proprietary and open systems, cases: BSCW, Moodle, Facebook, and Gmail).
3rd PART: TECHNOLOGY AND BUSINESS
- THE TELECOMMUNICATIONS MARKET
The subject prepares the student to acquire a critical vision of the evolution suffered by the Telecommunications market and the changes which we encounter. The current strategic decisions will leave a mark in the evolution of the sector in the middle-long term.
- HISTORICAL EVOLUTION OF TELECOMMUNICATIONS
- The sector’s structure. Aspects that form the term ‘Telecommunications’ in today's Society.
- TELECOMMUNICATIONS PRODUCTS AND SERVICES
- Concepts. Products. Utility. The penetration rate. Future Lines.
- INDICATORS OF THE TELECOMMUNICATIONS MARKETS
- Elements. Description, Development. World Ranking, Case per country.
- TELECOMMUNICATIONS TECHNICAL AND BUSINESS STRUCTURE
The subject prepares you to know the agents that form the value chain of Telecommunications and its interrelationships. At the same time, it poses different business models to maximize the benefits in its respective market segments.
- BUSINESS STRUCTURE OF THE TELECOMMUNICATIONS MARKETS
- Digital Markets. Sectors and relative position of Telecommunications. Businesses.
- ANALYSIS OF THE TELECOMMUNICATIONS COMPANIES’ MARKET
- Competition and change. Porter’s Five Forces’ applied methodology.
- INDUSTRY’S VALUE CHAIN
- Business’ value chain. Industry’s value chain. Segments. Agents. Good practices.
- BUSINESS MODELS IN TELECOMMUNICATIONS
- Business Model. Study’s Methodology. Case Studies.
- TELECOMMUNICATIONS NETWORKS
The subject prepares to understand the different current and future technological possibilities in aspects related to the infrastructure for the transmission of information via Telecommunications Networks.
- INTRODUCTION TO TELECOMMUNICATIONS NETWORKS
- Core Concepts. Structure. Types. Reference Models. Standardization.
- TRANSMISSION VIAS.
- Twisted pair. Optical fiber. Radio. Satellite.
- Local area. Circuit switching. Packet switching. Internet Protocol (IP). Mobile communications. Broadband. New Generation.
- CASE STUDY
- Design of a local telecommunications network.
- TELECOMMUNICATIONS SERVICES
The subject prepares to acquire the basic concepts relating to telecommunications services. It trains the student by focusing on the analysis of the business development.
- CONCEPTS RELATED TO SERVICES
- Quality of service. Telephone services. Signs and transmission techniques. Binary signal format. Noise. Data signals. Scan and voice signals. Transmission channels. Switching. Signaling. Traffic.
- Television: Digital terrestrial TV (DTT). Landline and mobile telephony. Access to broadband Internet. Data network. Wireless networks.
- BUSINESS SERVICES
- Needs. Available services . service / customer adaptation . Provision of new services.
- CASE STUDY
- NETWORK MANAGEMENT AND SECURITY
The subject prepares the student to use the proper tool, in every circumstance, as to perform an optimal and secure network management. Within the correct operation, identifying the information’s risks and the quality assurance of the system are of vital importance.
- NETWORK SECURITY
- Introduction. Information security. Threats. Security Mechanisms. Access control standards. Planning and management of secure systems. Trusted Computer System Evaluation Criteria (TCSEC). Information Technology Security Evaluation Criteria (ITSEC). Common Criteria for Information Technology Security Evaluation (CC). Communications and Network Security. Malicious code. Cryptography. Security Tools.
- NETWORK MANAGEMENT
- Application areas . Network Management Centers and integrated management. Management models Information model. Communications model. Remote Network Monitoring (RMON).
- TELECOMMUNICATIONS SERVICES
The course prepares to understand the importance of the regulation in the field of telecommunications as one of the basic pillars, determinants of the advance of the information society.
- NECESIDAD DE REGULACIÓN
- Causas. Convergencia, Mercado y Regulación. Claves. Modelo de Competencia. Aspectos a regular.
- REGULACIÓN A NIVEL MUNDIAL
- Características. Procesos de Difusión. Papel de las Naciones. Modelos de Políticas Regulatorias.
- REGULACIÓN DE LAS TELECOMUNICACIONES EN LOS MERCADOS
- Norteamérica. América Latina. Europa. Países asiáticos.
- HACIA UN NUEVO MODELO DE REGULACIÓN EN EL SECTOR DE LAS TELECOMUNICACIONES
- Sociedad de la información. Redes de nueva generación. the Internet.
- BUSINESS INTELLIGENCE AND DOCUMENT MANAGEMENT
The subject prepares you to know the field of Business Intelligence, business and technical aspects, and finishes with a review of the impact in the information and documentation management.
- FROM DATA TO INFORMATION
- Introduction. Definition of Business Intelligence. Current problems of access to information. Evolution of information systems. Need of the Business Intelligence Systems. Conditions for the adoption of a Business Intelligence system. Basic requirements of a Business Intelligence system. Costs and benefits of implementing a Business Intelligence system.
- INFORMATION STORAGE: FUNDAMENTALS OF DATAWAREHOUSING
- Introduction. Definition of a datawarehouse. Characteristics of the data included in a datawarehouse. Datamarts. Catalog of a datawarehouse.
- Alignment of technology with business objectives. Technological criteria.
- DATAWAREHOUSE (I): VERIFICATION TOOLS
- Introduction. Systems supporting the decision. Query tools and reports. Multidimensional analysis tools.
- DATAWAREHOUSE (II): TECHNIQUES FOR FINDING INFORMATION
- Finding information and data mining. From data to decisions. Verification of hypotheses versus finding information. The generic process of data mining. Data mining operations. Data mining techniques. Stakeholders involved in a datamining project. Development methodologies for datamining projects. Data mining applications.
- ACCESS AND RETRIEVAL OF TEXTUAL INFORMATION
- The problem of access to information on the Internet. Internet search mechanisms. Possible solutions. What attracts companies toward text mining? Work scenarios and main text mining operations. Text analysis tools. Advanced Search Engines. Information collection on the Internet.
- INTEGRATION OF BUSINESS MANAGEMENT SYSTEMS
The subject prepares you to acquire a broad vision of the concept and the notion of business integration through information by reviewing the integration from the organizational and technological aspect, and the essential concepts of the integration of ICT-based applications such as ERP, SCM and CRM.
- ORGANIZATIONAL VISION OF INTEGRATION: SUPPLIES, CUSTOMERS AND SYSTEMS
- Introduction. Fundamentos. Value chain. Example of Supply Chain Integration. Reflections.
- TECHNOLOGY VISION OF INTEGRATION: CONCEPTUAL ASPECTS OF E-BUSINESS INTEGRATION
- Importance of e-business. Organizational change. Business strategy. E-Business: implementation. Business enginering.
- SYSTEMS FOR ENTERPRISE PLANNING (ERP)
- Conceptual aspects. Integration in the information management. Integration of the ERPs. Selection of the supplier. Strategic impact in the return of the investment. Implementation. Strategic challenge to the ERP. Main Spanish manufacturers.
- HUMAN RESOURCES MANAGEMENT IN THE DIGITAL ERA
- Introduction. The change in the companies. Human resources management. Technology in the human resources management.
- SUPPLIERS RELATIONSHIP MANAGEMENT (SRM)
- Introduction. Supplies chain. Definition. Supplies chain management. SRM implementation in the e-business. Reflections.
- CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
- Introduction. Conceptual aspects. Strategy. Implementation. Selection of the supplier. Integration. Manufacturers. CRM and e-commerce: e-CRM.
- ANNEX: BASIC MODEL OF AN ERP SOFTWARE
- KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING
The general objective of this subject is to reviewed in detail the concepts, tools and technologies associated with knowledge management and organizational learning.
- KNOWLEDGE: NATURE AND ORGANIZATIONAL VALUE
- Fundamentos. Knowledge (definitions, properties, classifications, explicit knowledge versus tacit knowledge). The knowledge society: a social evolution. The organizational dimension of knowledge (Nonaka and Takeuchi SECI model). Information versus knowledge. Knowledge spirals. Knowledge: measurement (intellectual capital, inventory of knowledge, models of measuring intangibles, Intelect Model). KAM (Knowledge Assessment Methodology -2012).
- KNOWLEDGE MANAGEMENT: FOUNDATIONS
- Introduction. Information Technologies Missions of Knowledge Management. Objectives of Knowledge Management. Conclusions.
- KNOWLEDGE MANAGEMENT: TECHNOLOGIES AND SYSTEMS
- Main functions of the tools focused on the knowledge (storage, distribution). Modification of the explicit knowledge. Classification of the tools in terms of the process of knowledge management (document management, workflow systems, corporate portals and knowledge networks, e-learning systems, a system of collaborative work, business intelligence tools).
- ORGANIZATIONAL LEARNING
- The new business culture: organizational learning. The asset and its measurement in organizations. Measurement of the intellectual capital (Nonaka-Takeuchi, Edvinsson, Bueno, Sveiby, Balanced scorecard, Kaplan-Norton). Maturity models. Capability Maturity Models (Software Capability Maturity Model - SW-CMM, SPICE, Bootstrap, Trillium). Maturity Models of Project Management (OPM3 -Organizational Project Management Maturity Model PMMM-, -Project Management Maturity Model). Maturity Model for Information Systems Action-Research. Change proficiency maturity model. Maturity models of knowledge management.
- TOWARD NEW PARADIGMS IN TEACHING AND RESEARCH: E-LEARNING
- Introduction: Training in the knowledge society. Toward a new model of teaching and learning (Training trends, New ways of learning, Contribution of information technology to the training/learning, Information/training networks, Future prospects, teaching and learning in a rich information context -Internet- The WWW as an educational tool, toward a Web-based model for teaching and learning). Challenges (Web and change, strategic framework). ICTs in education: notes from the experiences (Positive Aspects - On materials and digital resources, On 2.0: blogs, wikis and social networks, -On social networks, -Negative aspects, the online training). ICTs in education: challenges of training management and the training process (functions, role and challenges of ICTs in training).
- THE COMPANY'S ENVIRONMENTAL MANAGEMENT ISO 14001
The subject prepares you to make the decision-making process of the environmental policy of the company and the process regarding the choice of a particular environmental management system. Furthermore, it assess the damage and the way to avoid damage to the environment in order to achieve a sustainable development of human activities.
- COMPANY AND ENVIRONMENT
- Introduction. Environmental protection measures. Standardization.
- THE ENVIRONMENTAL MANAGEMENT SYSTEMS (EMS)
- Introduction. What is an EMS? What is it for and why is it implemented? Who can implement an EMS? Parties involved in an EMS implementation. How are they implanted? EMS election. Global balance of the ISO 14001 implementation.
- ISO 14001 STANDARD
- The ISO 14000 standards. Structure of the document ISO 14001. Definitions. Objectives and scope of the ISO 14001 standard. Basic principles of the ISO 14001 standard. Continuous improvement cycle. Implementation of the ISO 14001 standard. Review by Management. EMS’ certification according to the ISO 14001 standard.
- CASE STUDIES
- Waste management in Telecommunications companies. Environmental considerations on Electro-Magnetic Radiation.
- ADMINISTRATION AND MANAGEMENT OF ICT PROJECTS
The subject prepares you to acquire good management practices of telecommunications projects from a paradigm that unites the business vision with technology vision, and basing on, on the one hand, the PMBOK as a source of good management practices and, on the other hand, the telecommunications engineering, as a source of good practices linked to ICT projects.
- THEORY OF THE TELECOMMUNICATION PROJECT
- Introduction. Projects: a theoretical vision. Theory of Projects. Theory of the Telecommunications project.
- PROJECT MANAGEMENT
- Introduction. Concept of project management Project management according to the PMBOK. Maturity Models of Project Management.
- SOFTWARE ENGINEERING AND PROJECT MANAGEMENT
- Introduction. Project analysis by type of dimension. Computer development problem (problems, causes, ways to avoid).
- METHODOLOGY FOR THE IMPLEMENTATION OF TELECOMMUNICATION PROJECTS
- Introduction. Definition of the strategy. Definition of the Telecommunications service. Development and display. Use and evolution. Example. Telecommunications services.
4th PART: SCIENTIFIC RESEARCH METHODS AND MASTER’S DEGREE FINAL PROJECT
- SCIENTIFIC RESEARCH METHODS AND MASTER’S DEGREE FINAL PROJECT.
This part is intended to prepare the students for the scientific study, methodological design and drafting of what will be their Master’s Degree Final Projects. In order to achieve this, students must work with practices, rules and research international standards of graduate work through 3 activities: analysis and execution of study cases, training in scientific research methodologies, and the Final Project and its corresponding memory.
- STUDY CASE AND RESOLUTION
- The analysis and execution of study cases is a research project whose goal is to make the students carry out a research on the topic in which they are interested in their Master's Degree Final Projects. The treatment of the topic must show mastery in linking business and technology within the objectives framework of the program of studies and the Master's Degree Final Project. It is expected that the analysis and execution of study cases is the study of the state of the art of the Master's Degree Final Project.
- TRAINING IN SCIENTIFIC RESEARCH METHODOLOGIES (SRM)
- Training in scientific research methodologies (SRM) enables to acquire abilities and skills in the methodological design of the master's degree draft and final project. This includes the study of issues related to scientific research and the application of research practices. Training includes the knowledge and application of international rules and scientific standards and the elaboration of postgraduate documents.
- MASTER’S DEGREE FINAL PROJECT (FP)
- The Master's Degree Final Project (Fp) is based on developing a theoretical and/or applied project that provides novelty and innovation to the field of knowledge of the program of studies. It also has to show the possibility of its implementation or operation, in accordance with the guidelines and standards required by the program. The work carried out and the final document of the Master’s Degree Final Project must comply with and be adjusted to the regulations that are required for a postgraduate degree. The topic of the Master's Degree Final Project must provide novelty, innovation and relevance in terms of business and academics.
Note: The contents of the academic program may be subject to slight modifications, depending on the updates or the improvements made.
- Dr. Arturo Ortega - Mansilla. PhD in Electronics Engineering from the University of Barcelona. Electronics Engineer from the University of Barcelona. Telecommunications Engineer from the Ramon Llull, University, Spain. Coordinator of the R+D Area - Projects Area, FUNIBER.
- Dr. Jon Arambarri Basáñez. PhD in Engineering Projects by the Universidad Politécnica of Cataluña and the Universidad of Córdoba. MBA Executive, Instituto Economía Aplicada a la Empresa, University of the Basque Country. Telecommunications Engineer, Engineering School of Bilbao. Director of R+D at www.virtualware.es; Multimedia, 3D Animation & Interactive Virtual Environments. Academic Coordinator of the Master’s Degree Program in Strategic Management in Telecommunications and its Specializations.
Teaching staff and Authors
- Dr. Miguel López Coronado. PhD in Telecommunications Engineering by the Universidad Politécnica of Madrid. Professor at the Department of Signal Theory and Communications and Telematics Engineering, University of Valladolid.
- Dr. Juan Antonio Romo Argota. PhD in Telecommunications Engineering by the University of the Basque Country. Professor at the Faculty of Engineering of Bilbao, Department of Electronics and Telecommunications, University of the Basque Country.
- Dr. Isabel De La Torre Díez. PhD in Telecommunications by the University of Valladolid. Professor at the University of Valladolid in subjects linked to telematic services, databases, business intelligence. Postdoctoral Research on Biomedical Informatics.
- Dr. Begoña Blanco Jáuregui. PhD in Communications, Electronics and Control, Faculty of Engineering of Bilbao. University of the Basque Country. Research in the Networking, Quality and Security group (NQAS) at the Faculty of Engineering of Bilbao.
- Dr. Fernando Izquierdo Álvarez. Telecommunications Engineering and HR Management and Business Administration - MBA IESE Business School. Master's Degree in Advanced Networks and Services on the Internet by the Universidad Politécnica of Madrid. Extensive experience in companies from the new ICT technologies’ sector . International advisor.
- Dr. Marina Aguado. Phd in Telecommunications by the University of the Basque Country. MSc. in Management of Manufacturing Systems by the University of Cranfield, England. Experience in R+D projects. Professor at the University of the Basque Country.
- Dr. David Barrera Gómez. PhD Engineer from the Universitat Politècnica de Catalunya and MBA at the School of Industrial Engineering of Barcelona, UPC. Business, technology and business solutions consultant. Teacher at the International Iberoamerican University.
- Dr. Izel Marez. PhD in Projects Engineering: Environment, Safety, Quality and Communication from the Universitat Politècnica de Catalunya. Teacher at the International Iberoamerican University.
- Dr. Santos Gracia Villar. PhD in Industrial Engineering by the Polytechnic University of Catalonia. Expert in Cooperation and Business Management projects.
- Dr. Beatriz Sainz De Abajo. PhD by the Universidad de Córdoba. Professor at the Department of Signal Theory, Communications and Telematics Engineer, University of Valladolid.
- Dr. Ignacio Eizmendi Izquierdo. Professor at the University of the Basque Country.
- Dr. Eduardo García Villena. PhD in Projects Engineering: Environment, Safety, Quality and Communication from the Universitat Politècnica de Catalunya. Academic Director of the Environment Area of the Iberoamerican University Foundation.
- Dr. Jon Arambarri Basáñez. PhD in Engineering Projects by the Universidad Politécnica of Cataluña and the Universidad of Córdoba. MBA Executive, Instituto Economía Aplicada a la Empresa, University of the Basque Country. Telecommunications Engineer, Engineering School of Bilbao. Director de IDi en www.virtualware.es; Multimedia, Animación 3D & Entornos Virtuales Interactivos.
- Dr. (c) Diego J. Kurtz. PhD in Engineering and Knowledge Management from the PPGEGC - UFSC (in process). Master's Degree in International Business at the Wiesbaden Business School, Germany. Researcher at the Núcleo de Gestão para a Sustentabilidade (www.ngs.ufsc.br) and Junior Researcher of the Proyecto Dynamic SME (www.dynamic-sme.org). Program coordinator and teacher at FUNIBER.
- Dr. (c) Saúl Domingo Soriano. PhD in Business Sciences from the University of Leon. Master’s Degree in General Business Management, Institut Català de Tecnologia, Barcelona. Master’s Degree in Consultancy and Information Technologies, E-business, Las Palmas de Gran Canaria University, Spain. Director of Master's Degree and Specializations Final Projects, FUNIBER.
- Dr. (c) Jon Sánchez de la Fuente. Professor at the University of the Basque Country.
- Ms. Pedro Chávez Chiclayo. Computerand Systems Engineer by the Universidad Antenor Orrego de Trujillo (Perú). Master's Degree in Computer Science by the University of Campinhas in São Paulo (Brazil).
- Ms. Virginia Saman. Engineer in Information Technology Management by the Universidad Santa María de Chile Campus Guayaquil. Master's Degree in Logistics (France).
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.