MBA - Health Care

Find Your Inner Leader
 

Master of Business Administration in Health Care Courses

Foundation Course Descriptions
The following courses provide a foundation for the MBA program for individuals with limited business training. The Division suggests that students discuss their academic background with the Program Director prior to making a decision to enroll in any of these classes. These courses are three semester credit hours but do not count toward the MBA degree requirement. Individuals who do not have sufficient background in financial accounting or quantitative methods may be required to take one or both of these courses.

BUS

500A

FINANCIAL ACCOUNTING

Three credit hours

This course develops a working knowledge of the basic accounting system. The primary focus is on financial accounting by the business entity. Students learn to read and understand the four standard financial reports: the balance sheet, income statement, statement of cash flows, and statement of retained earnings with emphasis on their implications for management.

BUS

500Q

QUANTITATIVE ANALYSIS

Three credit hours

A course for individuals who have limited skills in Excel, algebraic techniques or statistical analysis. Students are exposed to statistical models and applications for quantitative methods in modern management.
 

Master in Business Administration in Health Care Management Course Descriptions

BUS

701

ORGANIZATIONAL THEORY & THE SYSTEMS APPROACH TO MANAGEMENT

Three credit hours

This course introduces health care students to the systems approach to management. It is an overview of the theories of general systems, systems-thinking, and the systems approach to management. Students apply the systems approach to building systems models of the organizations represented in the class. These models provide an understanding of the interdependencies in health care systems along the entire continuum of care in a variety of health care organizations. Managers will learn to make more effective decisions across formally and informally structured delivery systems plus the various structures in which health care is delivered on an integrated basis.

BUS

705

ACCOUNTABILITY OF FINANCIAL RESOURCES

Three credit hours

This course shows the student how accounting systems can be designed to provide healthcare managers with useful information for decision-making. Students will use this information in cost-volume-profit and operational and capital budgeting exercises to improve their planning efforts, in learning how to make better operating decisions, and in conducting more meaningful performance analyses. The problems encountered in overhead allocation will be discussed in detail. Quantitative models will be introduced when appropriate, decision-making under uncertainty will be emphasized, and the need for a cost-benefit trade-off analysis will be a central theme in the course.

BUS

709

MICRO-ORGANIZATIONAL BEHAVIOR

Three credit hours

This course is designed to provide the manager with behavioral science approaches to organizations. It will stress the implications of theoretical concepts and their effect on managerial practice. Topics are examined at the levels of the individual, group and organization. A participative and experiential learning approach is used to examine topics such as leadership, teamwork, global management, communication & conflict management, individual personality, organizational change & development and strategic HR management. Special attention is given to current literature relating to the relevant OB topics and Health Care Management.

BUS

712

HEALTH CARE INFORMATION SYSTEMS

Three credit hours

This course will provide the student with an overview of the health care information systems with a specific focus on "Electronic Medical Records" (EMRs) and the role of health information technology in supporting business decisions. The course will also use case studies that will provide the students opportunity to see the benefits of information technology as well as the benefits of innovation, quality, entrepreneurial thinking, etc on an applied "real world" basis. As part of this case study approach the student will expand their ability to problem-solve and critically analyze pertinent issues that impact health care managers

BUS

747

OPERATIONS MANAGEMENT

Three credit hours

This course develops a systems approach to the analysis of senior health care managerial operating problems. Computer, quantitative, and behavioral models are used to formulate operating decisions consistent with a health care organizations competitive strategy.

BUS

748

FINANCIAL INFORMATION ANALYSIS AND CONTROL

Three credit hours

Analysis of financial information is central to financial control, forecasting, and decision making. It also is central to the evaluation of managed care operations, competitors, or merger candidates. This course gives students insight into financial statement analysis, cash flow projections, capital budget evaluation, working capital management, and the primary methods of financing the corporation (both for-profit and not-for-profit models are emphasized). Various measures of risk and methods of assessing the risk-return trade-off are also presented. Examination of actual institutions is incorporated into the course.

BUS

750

TOPICS IN FINANCIAL MANAGEMENT

Three credit hours

This course will investigate special topics in financial management such as the lease versus the buy option, bond refunding, mergers, LBOs, divestitures, business failures, activity-based management, and organizational performance. Coverage of topics introduced in earlier financial management courses, e.g., operational and capital budgeting, cost-volume-profit analysis, and working capital management, will be extended. Forecasting, linear programming and simulation techniques from the operations analysis field will be used extensively in this expanded coverage.

BUS

757

INTRO TO AMERICAN HEALTH CARE

One credit hour

This course explores the history, evolution and current state of health services delivery and financing in the United States.  Topics include the components of the system, health services professions, financing mechanisms, the insurance industry, medical technology and the cost, quality, access equation.

BUS

758

HEALTH CARE POLICY & LAW

One credit hour

This course discusses the policy development process at the federal and state levels, reviews major health policy milestones and the current state of policy development. Comparisons are drawn to health policy/systems in other countries. An introduction to business and health law is provided including corporate structures, governance, liability and government regulatory compliance.

BUS

760

THE MARKETING ENVIRONMENT

Three credit hours

The health care organization must deal with strategic and tactical issues if it is to serve its customers effectively. The course places special emphasis on the determination of longer term marketing strategy, the building of shorter term tactics, and the significance marketing has on the strategic direction of the firm. Emphasis is given to new health care competitive issues and applied marketing problems confronting executives today.

BUS

765

MACRO-ORGANIZATIONAL BEHAVIOR

Three credit hours

The macro-perspective provides a broader view of organizational effectiveness by dealing with the organization's major sub-units rather than individuals and small groups. This perspective deals with top management team behavior as well as with overall design and efficiency of the organization.  The macro-route to organizational change includes design of individual roles and organizational structures, leadership, culture, climate, relationships among roles, and leading change. A field activity culminating in an organizational recommendation to support strategic change is a major focus of the course.

BUS

771

THE ECONOMIC SYSTEM

Three credit hours

This course gives students an understanding of how the US economy operates, so that they will understand the national economic environment in which the health care industry operates now and in the future. Descriptions of how the overall economy works are presented from an intuitive perspective rather than from a mathematical/theoretical perspective. Emphasis is placed on readily available sources of important data about the economy's recent performance, on interpreting those data, and on obtaining and evaluating forecasts of the economy's future performance. The forces influencing economic growth, interest rates, inflation, employment, and living standards are studied. Government policies for influencing the economy in general, and the health care industry in particular, are examined together with the organization of policy-making bodies and the motivations of policy makers.

BUS

800

POWER AND ETHICS IN THE MANAGEMENT OF ORGANIZATIONS

Three credit hours

Leadership has to do with power and influence.  Ethics is used by some companies to mean compliance with a set of rules.  The Greek word for ethics translates to character, which is about choice rather than compliance.  The focus of this course will be to integrate leadership (power) and ethics (from both character and compliance perspectives).  The course will also apply a stakeholder model to explore the challenges of creating sustainable economic and social value. 

BUS

870

LEADERSHIP AND STRATEGIC MANAGEMENT

Three credit hours

In this course, participants are introduced to the science and art of strategy making and strategy-implementation as applied to healthcare organizations. The systems approach, its key concepts and principles are utilized to explain the underlying logic of strategic management as the ultimate tool for managing change, as well as managing in changing market and industry environment. Specifically course participants are trained in the strategic tools, and the concepts they're based on, necessary for the following managerial skills:

  1. formulating a strategic intent,
  2. setting performance results,
  3. crafting corporate, competitive and functional strategies,
  4. planning implementation of crafted strategies, and
  5. executing and controlling the organizations total strategic blueprint for steering, instead of drifting, towards its strategic intent.

Participants develop these skills primarily by conducting a comprehensive, real-time strategic analysis of an actual healthcare organization. Additionally, participants also undertake a strategic analysis of their own sector of the healthcare industry, as a means of helping to add value in their current job and to their current employer. The course is the culmination of the two-year process in developing the executive mind of program participants, and uses the integrative logic of strategic management to help pull together the total business education they received in the program.

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