Chief Executive Officer in Medicine DBA programme presentation
Students will acquire valuable experience while studying the models of behavior, various ways and means of harmonizing personal and organizational strategy. Finding and introducing into practice non-interfering values and mechanisms of their cultivation. Working on the materials in Topic one the doctoral student will define the requirements and assessment criteria for team members and the results of their activities. Determine the ways of managing his or her team. In the first topic of the course the doctoral student will formulate the goals of business based on the meanings and understanding of his or her own life. He or she will then examine his or her level of professionalism, and the level of professionalism of his or her team. Next he or she will rethink his/her motifs, interests and personal experience, assess his or her spheres of activity and develop a corresponding personal strategy to achieve harmonious development in his or her own life, select the convenient instruments to implement his or her individual life strategy. The next topic will allow creating a logical business model, defining all internal and external basic and innovative processes. Develop the principles and mechanisms of developing and controlling the strategic development programs of their organization. Optimize collective management mechanisms and distribute the roles among managers. Of importance is also the factor of assessing the effectiveness of business management processes. This material will help test the earlier mechanisms of management and optimize them in terms of efficiency. It is applicable for the analysis of existing and future businesses.
The next topic is dedicated to the company itself, its strategy, stages of development and structures. The doctoral student will select and organize formal and informal relationships, create interrelations, styles and approaches to work. This is the topic for the experienced managers who analyze their own practice, allowing introducing their own individual experience into the text of the future dissertation as well as sharing their best practices. Those who will dedicate their dissertation to the future practice will be able to check thoroughly and rehearse the enactment of all the necessary parameters and make adjustments to the business management model to achieve the maximum effect in the shortest time possible. The key topic in the program is the topic on organizational competencies. In more detail - competencies of the organization are deconstructed into the competencies of concrete persons. Managers, as they create and structure their business, work with collective and individual development dynamics and competency transformation, which in turn leads to the next cycle of root competencies and the very strategy of the organization. A considerable number of topics in the program are dedicated to conceptualizing, developing, describing and introducing the strategy. The leaders and managers of any organization work on formulating and revising strategic principles, mission, strategic plans and strategies of their company, turning them into policies for implementing value chains. Their decisions and daily efforts lead to the implementation of the strategy into practice. It will require thorough planning for doctoral students to implement (start implementing) their mission and strategic intentions in their real life activities. After considerable planning, the students will describe the vision, the values, the mission, the analysis and dynamics of changing environments. They will build the goal-setting process depending on the interests of stakeholders and sources of information. The strategy will be deconstructed into separate elements, and conditions will be created for its implementation through financing, positioning, planning, execution and controlling mechanisms.
Another important component of the course is the study and description in the dissertation of the logic and procedures of decision-making. The timeliness and feasibility of managerial decision-making are the two main factors in implementing business interests. The very process of decision-making of the manager is of interest in terms of scientific and purely entrepreneurial approach. There is no clearly defined vision as to whether decision-making is an art or a rational process, neither in the academic community nor among practitioners. A detailed analysis of this remarkable phenomenon will help create the individual foundation of this process for the student.Further use and improvement of individual algorithms of decision-making, correcting strategic plans and your personal vision of business development are seen as very practical instruments. You are guaranteed to acquire this individual instrument and start using it in your further professional activities after studying the corresponding topics. The learners will complete a dissertation as a result of studying in this program. It will consist of the materials earlier described by the doctoral students in assignments for each of the topics. The student will need to create a coherent idea for his or her dissertation as a mechanism for improving his or her professional activities, and professional activities of his or her management team. This course can also be taken by business owners, investors and shareholders of various companies. This knowledge and these skills can be used by these groups of people to control the management and general directors of their own joint-stock companies. If the owners become strategic and operative managers of the organization, they can use these skills to determine and model its trajectory and strategy of influence on the management of the organization.
The program is based on a large amount of practical material, in which doctoral students are asked to analyze the influence and possible consequences of modern geo-economic conditions on various aspects of medical business management. The basic concepts and practices of medical business management, which play an important role in modern management practice, are presented. The basic theoretical foundations of corporate governance in medical companies and the main directions of evolution in the development of medicine are considered. Various models of medical business management and the most important legal aspects are given, the features of modern legislation and the legal framework are shown. The most important issues of the activities of the central institution of corporate governance in medical companies - the Board of Directors, are considered, including corporate committees, the functions of the corporate secretary and the role of independent professional directors. The program examines technologies for innovative development of medical business, organizing branding campaigns around medical products, and complete digitalization of the industry. The program was created in the UK and Singapore on the basis of practical material, which presents the basic technologies, concepts and standards for the development of medical business. Of particular interest and significance for doctoral students are practical situations for analysis and analysis of cases intended for mastering tools and developing skills in making corporate decisions. A very important section of the doctoral course is devoted to the peculiarities of reorganization and management in a group of medical companies and in emergency situations. It also describes the modern practice of managing a medical business from the point of view of investors and issuers, provides global standards and modern approaches to solving ethical problems, and shows the role of managing medical organizations in the context of digitalization.
Chief Executive Officer in Dental Medicine DBA program: Plan & content
THEME 1.1. KEY ASPECTS OF MEDICAL BUSINESS
Introduction to Healthcare Business Management
• Fundamentals of Medical Business and Healthcare
• History and development of medical business
• Ethics and legal aspects of medical business
Strategic management and leadership in medical business
• Theories and practices of strategic management
• Leadership and team development
• Change and Innovation Management
Finance and budgeting in medical business
• Fundamentals of Financial Analysis
• Financial planning and budgeting
• Risk management and insurance
Marketing and communication in medical business
• Marketing Strategies and Planning
• Brand and reputation management
• Social Media and Digital Marketing
Quality and Patient Safety Management
• Quality Management Principles and Practices
• Measuring and improving the quality of patient care
• Risk and Patient Safety Management
Human Resource Management and Personnel Development
• Recruitment, hiring and retention of personnel
• Employee training and development
• Performance management and personnel assessment
Information systems and technologies in medical business
• Introduction to Information Systems and Technologies
• Electronic health records and telemedicine
• Data analytics and artificial intelligence in healthcare
Project and Operations Management in the Medical Business
• Fundamentals of Project and Process Management
• Operations optimization and quality management
• Integration and coordination of health services
Policy and regulation in the medical business
• Interaction with government agencies and regulators
• Political and social aspects of health
• Reforms and trends in the development of the medical industry
Global challenges and international cooperation
• Global trends and challenges in healthcare
• International cooperation and partnerships
• Cultural Aspects of Healthcare Business Management
Research methods and data analysis
• Fundamentals of Research Methods and Design
• Quantitative and qualitative methods of data analysis
• Application of research in medical business management
Practical projects and case studies
• Development and implementation of business projects
• Case study analysis and application in practice
• Reflection and feedback to improve professional skills
THEME 1.2. MANAGEMENT FOR MEDICAL BUSINESS MANAGERS
Individual development and goal setting of a leader
• Professionalism and self-affirmation
• Individual development plan for a company manager
• Choosing a Behavior Model
Criteria for choosing a corporate strategy
• Digital technologies for strategy development
• Choosing values for corporate culture
• Digital Transformation Leader Team
Strategic programs for digital business transformation
• Collective business management
• Development tools Agile, Scrum, Kanban
• Stages of corporate development of an organization
Strategic functions of company structures
• Organizational competencies
• Classification of business processes
• Determining company development scenarios
Stakeholder interests
• Strategy Decision Making
• Strategy reporting
• Strategy Management Center
THEME 2.1. INNOVATIVE DEVELOPMENT OF MEDICAL BUSINESS
Introduction to innovative development of medical business
• Fundamentals of innovation in medicine and healthcare
• History and trends in innovation development
• Ethics and legal aspects of innovation in medical business
Strategic management and leadership in innovative development
• Theories and practices of strategic innovation management
• Leadership and creating a culture of innovation
• Managing change and transformation in medical business
Evaluation and management of innovative projects
• Identification and assessment of innovative opportunities
• Management of innovative projects and project portfolio
• Assessing the risks and effectiveness of innovations
Technologies and infrastructure of innovations in medical business
• Fundamentals of medical technologies and their impact on business
• Digital transformation and telemedicine
• Artificial intelligence and big data in the medical business
Funding and commercialization of innovations
• Innovation Funding Strategies
• Commercialization and monetization of medical innovations
• Partnerships and collaboration with investors and stakeholders
Marketing and promotion of innovations in medicine
• Marketing Strategies for Innovative Products and Services
• Brand and reputation management in innovative medical business
• Social media and digital marketing to promote innovation
Innovations in Human Resource Management
• Innovative tools for recruiting and hiring employees
• Training and development of employees for an innovative culture
• Performance management and personnel assessment in an innovative environment
Innovation policy and regulation in medical business
• Interaction with government agencies and regulators
• Political and social aspects of innovative development
• Reforms and trends in the regulation of medical innovations
Global challenges and international partnership in innovation
• Global trends and challenges in medical innovation
• International cooperation and partnerships in the innovation field
• Cultural aspects of innovative development of medical business
Research methods and data analysis in innovative development
• Fundamentals of Research Methods and Innovation Design
• Innovation metrics: quantitative and qualitative data analysis methods
• Applying research to develop innovation in medical business
Practical projects and case studies in innovative development
• Development and implementation of innovative business projects
• Case study analysis and application of innovations in practice
• Reflection and feedback to improve professional skills
THEME 2.2. INNOVATION MANAGEMENT IN AN ORGANIZATION
The concept of innovation in management practice
• Innovative organization
• Working atmosphere in the organization
Creative thinking techniques
• Divergent and convergent thinking
• Brainstorming and psychological barriers to innovation
• TRIZ – guided thinking technique
Technologies for searching for new ideas
• Corporate innovation management system
• Five phases of a modern idea management system
• Methods for management evaluation of ideas
• Selection of ideas for practical implementation
New Product Development Management
• Corporate business processes for managing innovative projects
• Rules for forming a project council
• Principles of the system Stage-Gate© process
• Algorithm for prioritizing innovative projects
Involving partners in the innovative activities of the organization
• Involving suppliers in the company's innovative activities
• Increasing the pace of innovative development
• Improving key parameters of the innovation cycle
Methods of commercialization of innovations. Innovation metrics
• Selecting the optimal model for commercialization of innovations
• Optimal conditions for return on investment in innovation
• Key innovation metrics. Innovation profitability ratio
Building an innovative climate in the organization
• Space of organizational culture
• The role of cultural norms and rules
• Innovative organizational culture
Leadership in the innovation process
• Attracting “innovative employees” to the company
• Head of Innovation Projects
• Choosing an innovative business model
THEME 2.3. EFFECTIVE MANAGEMENT OF ORGANIZATIONAL DEVELOPMENT
Systematic thinking of the head of the organization
• Emergence of system properties
• Building mental models
• Spatial, horizontal, vertical and multidimensional thinking
Systems thinking in corporate practice
• Solving problems based on system patterns
• Systems Thinking Tools
• Setting goals and choosing goals
• Business growth modeling
Startup management
• Enterprise positioning
• Preparing a presentation
• Drawing up a business plan
• Focus on cash turnover
• Recruitment
• Attracting investors
Corporate venture funds
• Corporate venture investment models
• Corporate venture investment market
• Successful practices of corporate venture investments
• Project selection criteria
• Key factors that make startups attractive to investors
Managing “virtual” teams
• “Virtual” teams as a new form of work in a global economy
• Organizational tools for effective team interaction
• Key factors for the successful work of “virtual” teams
• Organizing effective sharing of information and knowledge
• Risk management in “virtual” teams
• Calculation of profitability indicators
• Reward and incentive system
• Features of the leadership model in “virtual” teams
THEME 3.1. DIGITAL TRANSFORMATION OF MEDICAL BUSINESS
Introduction to digital transformation of medical business
• Fundamentals of digital transformation and its impact on healthcare
• History and trends in the development of digital technologies in medicine
• Ethics and legal aspects of digital transformation
Strategic management and leadership in digital transformation
• Theories and practices of strategic management of digital technologies
• Leadership and creating a culture of digital transformation
• Managing change and transformation in medical business
Digital project evaluation and management
• Identifying and assessing digital transformation opportunities
• Digital project and portfolio management
• Assessing the risks and effectiveness of digital technologies
Technologies and infrastructure of digital transformation in medical business
• Cloud technologies and mobile applications in medicine
• Telemedicine and remote health monitoring
• Artificial intelligence, big data and machine learning in the medical business
Funding and commercialization of digital technologies
• Strategies for financing digital transformation
• Commercialization and monetization of digital products and services
• Partnerships and collaboration with investors and stakeholders
Marketing and promotion of digital technologies
• Marketing Strategies for Digital Products and Services
• Brand and reputation management in the digital age
• Social media and digital marketing to promote digital technologies
• Website optimization and analytics to improve online visibility
Human Resource Management and Personnel Development
• Recruiting, hiring and retaining employees with digital skills
• Training and development of employees to adapt to digital transformation
• Performance management and personnel assessment in a digital environment
Digital policy and regulation in medical business
• Interaction with government agencies and regulators
• Political and social aspects of digital transformation
• Reforms and trends in the regulation of digital technologies in medicine
Global challenges and international cooperation in digital transformation
• Global trends and challenges in digital technology and healthcare
• International cooperation and partnerships in the digital sphere
• Cultural aspects of digital transformation of medical business
Research methods and data analysis in digital transformation
• Fundamentals of Research Methods and Design
• Quantitative and qualitative methods of data analysis
• Application of research to develop digital transformation in medical business
Practical projects and case studies in digital transformation
• Development and implementation of digital business projects
• Case study analysis and application of digital technologies in practice
• Reflection and feedback to improve professional skills
THEME 3.2. MANAGEMENT OF DIGITALIZATION IN A MEDICAL ORGANIZATION
Digital transformation and new challenges for CEOs in medicine
• Creating a digital company
• Creation and management of a decentralized autonomous organization
• The concept of creating an organization model in the digital economy
• Digital threats and countermeasures
• Business models and business technologies
• Digital competitive advantages
Mobile Technologies, Internet of Things and Edge Computing
• Digital interaction in B2B2C format
• Digital transformation of the company
• Digital Transformation Leadership Competencies
• Balancing digital transformation
• Key roles in digital transformation
Creating multi-tasking digital strategies for corporations
• Digital strategies and their implementation
• Digital strategies of manufacturing corporations
• Features of digitalization processes in US companies
• The role of CEO/CDO of US companies in the implementation of digitalization strategies
• Digital barrier in working with clients
• Development of a company’s digital strategy to enter the market
Digital transformation in medicine
• Digital transformation of the organization's activities
• Models of digital transformation
• Digital Transformation Architecture
• Brands of digital transformation
• Recipes for success in digital transformation of business processes
• Internet of Things
• Artificial Intelligence and the E-Commerce Revolution
• Digital Marketing
Digital HR department and legal support for business activities of employees of a medical organization
• Digital HR Management System
• Automation of personnel assessment based on KPIs
• Digital Law
Digital footprint of the company and legal support of copyright
• Big data, digital footprint and company personnel policy
• Digital Reputation Rules
• Legal support of copyright and other IT competencies
Managing a company through IT solutions and artificial intelligence
• Software for digital business management
• Online business management systems
• Online enterprise resource planning (ERP) systems
• APS planning in process production
• Smart HR: digital technologies in personnel management
• The Role of Artificial Intelligence in Human Resources and Leadership
Managing capital and operating expenses of a digital office
• Capital Expenses and Operating Expenses
• Balance of OpEx and CapEx at the enterprise
• OpEx and CapEx in IT
• Capital Investment Management (CapEx)
• CRM system with financial and business process management (BPM)
• Optimization of IT costs
• Calculation of the economic efficiency of the project
• Digital office: saving with technology
• Digital office: ecology and comfort
Regulatory Compliance and Digital Financial Management
• Intelligent financial management
• Financial management practice in the digital economy
• Financial management system
• ERP system reports
• Automation of financial accounting and management
• Automation of management accounting and reporting according to IFRS
• The role of professional standards in the training of specialists
• Budgeting and financial analysis functions
• Stages of budgeting implementation
• Financial management systems for CEOs in medicine
THEME 3.3. BRANDING MANAGEMENT IN A HEALTHCARE ORGANIZATION
Branding technologies – rebranding in medicine
• Development of an integrated brand communications program
• Key implementation tools: brand concept, brand book, brand manifesto
• The need and results of rebranding: criteria and assessments
• Brand life cycle
• Company culture is the basis for brand reproduction
• Types of organizational and corporate cultures
• Corporate culture as an object of strategic management
• Dependence of brand culture on quantitative parameters of involvement and value
THEME 4.1. CORPORATE MANAGEMENT OF MEDICAL BUSINESS
Introduction to Corporate Governance of Medical Business
• Basics of corporate governance and its importance for medical business
• History and trends in the development of corporate governance in medicine
• Ethics and legal aspects of corporate governance
Strategic management and leadership in medical business
• Theories and practices of strategic management of medical organizations
• Leadership and creating a culture of corporate governance
• Managing change and transformation in medical business
Corporate finance and control in the medical business
• Accounting and financial analysis under the control of audit committees
• Budgeting and cost control in medical organizations
• Risk management and internal control of corporate finance
Corporate governance in HR and personnel development
• Corporate culture of qualified employees
• Training and development of employees to create a culture of corporate governance
• Performance management and personnel assessment
Corporate social responsibility and sustainable development
• Concepts of corporate social responsibility and sustainable development in medical business
• Ethical aspects and the role of stakeholders in corporate social responsibility
• Tools and practices for sustainable development in healthcare organizations
Regulatory and Corporate Governance
• Interaction with government agencies and regulators in the healthcare sector
• Analysis of political and legislative aspects of corporate governance of medical business
• Reforms and trends in the regulation of corporate governance of medical organizations
Corporate communications and reputation management
• Basics of corporate communications and PR in medical business
• Corporate reputation and brand management
• Media planning and interaction with the public and stakeholders
Quality and safety in the medical business
• Concepts and standards of quality and safety in healthcare
• Quality management and improvement processes in medical organizations
• Audit and accreditation of medical institutions
• Innovation and technological development in corporate management of medical business
Trends and challenges of innovative development in corporate management of medical business
• Introduction of innovative technologies to improve corporate governance
• Evaluation and commercialization of innovations in medical business
• Research methods and data analysis in corporate management of medical business
• Fundamentals of Research Methods and Design
• Quantitative and qualitative methods of data analysis
Application of research for the development of corporate management of medical business
• Practical projects and case studies in corporate management of medical business
• Development and implementation of business projects with an emphasis on corporate governance
• Case study analysis and application of corporate governance theory in practice
• Reflection and feedback to improve professional skills
THEME 4.2. CORPORATE GOVERNANCE IN THE XXI CENTURY
A modern corporation and ensuring its leadership in an increasingly competitive environment
• The evolution of the corporate governance system in the modern world
• The role and place of the board of directors in the modern corporate governance system
• The role and place of the audit committee in the Board of Directors
• Corporate governance as a factor in improving the quality of management and company value
Corporate Governance ESG
• Analysis of the use of digital transformation technologies by corporate governance bodies
• The essence, content and role of digital transformation, its impact on business and the business environment
• Key aspects of the theory and methodology of digital transformation
• Russian and foreign practices of digital transformation
• World trends. Features of the development and implementation of digital transformation in Russia
The role of corporate governance bodies in the implementation of digital transformation
• Analysis of factors negatively affecting the process
• corporate management of digital transformation
• Algorithm for building a risk management system for corporate governance of digital transformation
• The main directions for improving new business models in the context of digital transformation and the role of corporate governance in this process
• Main directions for improving government support for digital transformation in Russia
Ecosystems and platforms as a space for breakthrough innovations
• Ensuring the adaptation of the organizational model and corporate culture of the company to the implementation of innovations and digital transformation: recommendations for developing an Enterprise Digital Transformation Strategy in order to achieve the company’s “digital maturity”
• Improving the tools for assessing the effectiveness of a company’s digital transformation by corporate governance bodies
Digital Marketing Plan
• Principles for modeling the corporate governance system of Russian non-public private companies in a transition economy
• Problems of corporate governance research in Russia
• Evolution of theoretical approaches to corporate governance
• Comparative analysis of the main models of corporate governance
• Specifics of corporate governance of Russian non-public companies
• Building a corporate governance model for a Russian non-public company
• Principles for building corporate governance of a Russian non-public company
Stakeholder approach to the figure of the owner
• Internalization by a Russian non-public company of the rules for building a corporate governance system. “Ideal type” of a Russian non-public private company
• Practical aspects of forming a corporate governance system in a transition economy
The concept of establishing and improving corporate governance in the company. Questions to the owner: answer with action
• Key bodies of the company or “Where should I start?”
• "Common language" of the company. Corporate Glossary
• Company policies and strategies as corporate documents
• The role of a consultant in the project of installing a CG system in a company
THEME 4.3. DIGITAL TRANSFORMATION OF CORPORATE GOVERNANCE
Theoretical foundations of digital transformation of corporate governance
• The concept of digital transformation: definitions and concepts
• Digital economy and its impact on corporate governance
Models and stages of digital transformation
• Main directions and trends in the development of digital transformation of corporate governance
Technologies for digital transformation of corporate governance
• Internet of Things and its role in corporate governance
• Artificial intelligence and machine learning in corporate governance
Digital corporate governance tools
• Business process automation systems (BPM)
• Customer Relationship Management Systems (CRM)
• Enterprise resource planning (ERP) systems
• Knowledge Management Systems (KMS)
Assessing the effectiveness of digital transformation of corporate governance
• Methods and criteria for assessing the effectiveness of digital transformation
• Risks and challenges of digital transformation
Successful cases of digital transformation implementation
• Methods for determining an organization's maturity for digital transformation
• Leadership and management in the era of digital transformation
Digital leader: competencies and roles in modern corporate governance
• Organizational change and cultural adaptation as part of digital transformation
• Innovation and technology project management
• Digital transformation in various industries and fields of activity
• Digital transformation in industry and production
• Digital transformation in financial services and banking
• Digital transformation in retail and logistics
• Digital transformation in government organizations and public services
Legal and ethical aspects of digital transformation of corporate governance
• Legislative framework and regulation of digital transformation
• Data protection and privacy in digital corporate governance
• Ethics and social responsibility in the context of digital transformation
• The impact of digital transformation on labor relations and the work environment
Strategies and practices for implementing digital transformation
• Defining a digital transformation strategy for the company
• Development and implementation of a digital transformation implementation plan
• Monitoring and control of digital transformation implementation
THEME5.1. MAIN ASPECTS OF MANAGEMENT OF A DENTAL ORGANIZATION
Introduction to Dental Organization Management
• Dentistry as a service sector
• History and evolution of the dental business
• Ethics and Standards in the Dental Business
• Ethics and social responsibility in dentistry
• Marketing and Branding in the Dental Industry
• Basic Dental Business Concepts and Terminology
• Dental market structure
THEME 5.2. THE FUTURE OF DENTAL BUSINESS
The impact of global trends on the dental business
• A look at future innovations
• Technologies and innovations in modern dentistry
Robotization of dental business
• Real examples of successful integration of robotics and automation into dental clinics
• Recommendations for dental clinics considering the implementation of robotics and automation
• Forecasts for the development of robotics and automation in dentistry
• Potential obstacles and problems when introducing robotics and automation into dentistry
• Integration of robotics and automation with existing systems
• Security and privacy issues when introducing robotics and automation in dentistry
• Possible implications for the workforce
Artificial Intelligence in Dentistry
• The Future of Artificial Intelligence in Dental Diagnostics
• Practical application of Artificial Intelligence in dentistry: cases and experience
• Training and adaptation of medical personnel to Artificial Intelligence
• The Future of Dentistry and Artificial Intelligence
• How Artificial Intelligence could change the role of the dentist in the future
• AI in the educational process of dentists
• The impact of Artificial Intelligence on the economics of the dental business
TOPIC 5.3. EFFECTIVE DENTAL BUSINESS MANAGEMENT
Strategic management
Strategic planning and sustainable development of dental business
Growth Strategies
Expansion and scaling of dental business
Scaling operations
Essentials of Leadership in Medical Business
Leadership and leadership development
Leadership styles and their application
Personal development and self-improvement in medical business management
Leadership in times of uncertainty and change
Human Resources and Leadership in Dentistry
Marketing and Branding in the Dental Industry
• Marketing and sales in dentistry
• Customer focus
• Understanding customer needs
• Patient satisfaction assessment
• Patient relationship management
• Measures to improve the quality of service
• Brand building in dentistry and market positioning
• Effective marketing and advertising strategies in dentistry
• Technologies and innovations in marketing
• Pricing and sales strategies in dentistry
THEME 6.1. ANALYSIS AND FEATURES OF THE MODERN DENTAL SERVICES MARKET
Analysis and features of the modern Russian dental services market
• Basic parameters of the state of the economy
• Dentistry market volume
• Number and scale of dental businesses in Russia
Analysis of consumer behavior of patients and demand factors
• Segmentation of dental clinic patients
• CASE: study of patient choice and adherence to service in a regional network of dental clinics
Dental services market trends
• Main business formats of dental business in the world and in Russia
• Three effective business formats for dental clinics in the modern market
THEME 7.1. MANAGEMENT OF A DENTAL CLINIC ON THE PRINCIPLES OF CONNECTION OF STRATEGY WITH PRACTICAL BUDGETING USING A BALANCED SYSTEM OF EFFECTIVENESS INDICATORS
Distribution of dental clinic management functions
• Roles of owner and CEO in a dental business
• Organizational structure of the dental clinic
• Key management positions in a dental clinic and their key goals and objectives. Administrator, Coordinator, Service Manager, Clinic Director, Financial Manager.
Strategic thinking of the owner and CEO of a dental clinic
• Practice of using key models to analyze the current state of the clinic - where the clinic is now (“OOOZH-Qualified Request”, “TriAda”, “Cash Flow Quadrant”, “Pyramid of Logical Levels”, “Pyramid of Neurological Levels”, methods of working with Pain)
• Modeling the planned development and future state of the clinic (five stages of business development, organizational problems and risks, Michael Porter’s strategic model (universal strategies for the company’s existence), four main types of strategy, “Brand Code Concept” model, “Positioning Target” model)
• Dynamic strategizing according to the “Goal-Supergoal-Dream” model by Leon Bykov - the order of movement towards achieving the desired state of the clinic
Statistics and building a reporting system in a dental clinic
• The function of financial management of a clinic, who can perform it, how to find and prepare such a specialist
• Key statistical indicators of the clinic, norms, collection algorithms and formulas for calculation
• Reporting system and management decisions based on data analysis for the CEO of the clinic
• Reporting system and management decisions based on data analysis for the clinic manager
Balanced Scorecard – Dental Clinic CEO Dashboard
• Key indicators of clinic management
• Practice of modeling a Balanced Scorecard for a dental clinic
• Clinic income planning model with the Balanced Scorecard for 1-3-5-7-10 years
Finance and budgeting of a dental clinic
• Budgeting for a dental clinic and its connection with the Balanced Scorecard and Strategy.
• Budget model of income and expenses of a dental clinic with a database as a key report for the CEO
• Financial language, basic questions about financial information and reports, content and answers to them
• Budget regulations for a dental clinic
TOPIC 7.2. OPERATIONAL MANAGEMENT OF A DENTAL CLINIC
Dental clinic gross revenue management
• The function of managing the gross revenue of a clinic, who can perform it, how to find and train such a specialist
• The golden formula for a clinic’s gross revenue and the indicators that allow it to be managed
• Monthly and annual planning of the clinic's work
• Practical application of the “Gross Revenue Spider” model to achieve the planned result, action with low standard hours for doctors, low clinic load and low working hours for doctors
• Operating standards for a dental clinic
An integrated approach to working with a patient at a dental clinic
• The function of financial and time planning, managing the Patient according to a comprehensive treatment plan, who can perform it, how to find and prepare such a specialist
• The Patient’s Path in the Clinic and the Distribution of Functions in the Team
• First consultation, collection of the Patient’s expectations and desires
• Formation of a financial treatment plan based on the doctor’s medical plan
• Second consultation, presentation of the financial treatment plan, coordination of the schedule of appointments and payments, handling of objections
• Managing the Patient according to the agreed treatment plan until completion
• Interacting with the Patient after completion of the treatment plan and forming a “lifelong” relationship
Clinic workload management
• The function of managing the workload of a clinic, who can perform it, how to find and train such a specialist
• Reception and processing of incoming requests from Patients, transfer of requests to recording and appearance for appointments
• Work with your own database, outgoing calls
• Standards for working with the Patient in the clinic before and after the appointment, compliance with the principle of the three states of the Patient
Dental clinic marketing
• Trends and sustainable tendencies in attracting, capturing and retaining Patients in the clinic
• The function of forming relationships with the Patient in the clinic, who can perform it, how to find and prepare such a specialist
• Audit of the work of the clinic and its employees within the framework of standards using six effective methods
• Technology for generating recommendations in the clinic and algorithms for working with received recommendations - creating loyalty and relationships with the Patient for life
• Collecting and processing feedback from Patients, as well as working with employees based on the results of feedback analysis - Patient Advocate in the clinic
Dental clinic personnel management
• The foundation for team formation is the functional organizational structure of the clinic
• The function of personnel management in a clinic, who can perform it, how to find and train such a specialist
• Roles, areas of responsibility and interaction process when an employee is needed
• Search and selection of candidates, evaluation of candidates at the entrance
• Hiring and onboarding employees, internship program and monitoring the fulfillment of promises
• Training and certification of current employees, work based on the theory of elite groups, annual curriculum, budget and terms of payment for training
• Formation of personal development plans and management of employees according to plans
• Modeling wage calculators for results and rules for introducing calculators into work
• Retaining valuable employees on the team and social contract
THEME 7.3. DESCRIPTION OF KEY MANAGEMENT POSITIONS IN THE STRUCTURE OF A DENTAL CLINIC
Financial Manager
• Job description
• KPI
• Work order map
• Salary calculator
Clinic Director
• Job description
• KPI
• Work order map
• Salary calculator
Treatment coordinator
• Job description
• KPI
• Work order map
• Salary calculator
Administrator
• Job description
• KPI
• Work order map
• Salary calculator
Service manager
• Job description
• KPI
• Work order map
• Salary calculator
HR Manager
• Job description
• KPI
• Work order map
• Salary calculator
THEME 8. SUCCESSFUL EXAMPLES OF A SYSTEM APPROACH TO DENTAL BUSINESS MANAGEMENT
CASE: Building a profitable hygiene and prevention department. Federal dental program “Happy Smile of the Nation” (Russian Federation)
• Mission, Goal, Purpose and objectives of the program
• Program composition
• Communication and operational standards
CASE: Training program for the basics of dentistry on administrative competencies in a clinic using the example of the “Medical Block” for a Dental Clinic Administrator (Russia, USA, UK, Singapore).
DISSERTATION STAGE
• Selecting a topic and defining research questions• Preparing a research proposal and literature review• Collection and analysis of data, writing and defending a dissertation
TARGET AUDIENCE OF THE PROGRAMME
Entrepreneurs, Business Founders, Top Managers, Heads of Ministries, Teachers of Medical Universities, Corporate Consultants; Directors of pharmaceutical industry enterprises and State medical institutions; Managers of medical companies and organizations, Heads of health departments of state companies, Managers of the medical care sector, scientists, scientists, developers of educational programs in the field of medicine
ENROLLMENT AND DURATION OF TRAINING
Start of training: monthly from the 1st day of the month Duration of training on the program 12 months
GRADUATION DOCUMENTS
Diploma from the Singapore Academy of Corporate Management DBA Chief Executive Officer in Medicine;
Academy qualification certificate with the results of passed qualifying tests (List of Achievement);
Diploma British Business Academy Research & Teaching International DBA Chief Executive Officer in Medicine ( by program franchises And mutual confessions diplomas );
Qualification Certificate of Chief Executive Officer of the European Economic Committee according to the EU-NQF standard with the graduate’s entry into the European Register of Managers (EU) and an extract from the Register into his personal file;
Qualification Certificate of the International Research Institute of Management Problems Chief Executive Officer in Medicine of international standard, on advanced training in the competencies “Management of a medical organization/company” with entry into the Qualification Register of Managers of Russia
IN THE TRAINING PROGRAMME
Access to course materials in Russian and English in digital format through your personal account; Consultations with a personal tutor during the entire period of study (Skype, Telegram, E-mail); Access to the academy's electronic library; Access to passing the qualifying exam; Access to the academy's private video channel.
TUITION COSTS AND AVAILABLE GRANTS
Full tuition fee: 30500.00 GBP
Available grants:
19500.00 GBP European Economic Committee 13000.00 International Research Institute of Management Problems
Grant cost:
11000.00 GBP under the Grant of the European Union; 17500.00 GBP under the Grant of the International Research Institute of Management Problems
RECRUITMENT AND CONSULTATION
DEPARTMENT Recruitment department in the Russian Federation / Consultations, Registration for interviews with TutorsSingapore Academy of Corporate Management / Digital Campus in the Russian FederationRussia, Moscow, 60th Anniversary of October Avenue, building 9, Office 1111, International Research Institute of Management Problems, Faculty of Global MedicinePhone +7 -495-741-80-98E-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.
www.singapore-academy.org
THE PROGRAM IS AVAILABLE FROM JANUARY 1, 2024.
Preliminary registration of doctoral students and submission of documents is AVAILABLE BY LINK .
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.
