*Subject to Change

  1. U.S. Healthcare Systems (3cr) - Historical context; systems theory; analysis of organizational components; healthy policy; healthcare delivery mechanisms; access to care; health services; health services personnel; national, state, and local government roles; financing including insurance mechanisms and regulation; technology; demography; mortality and morbidity; quality assurance; political issues; and sociological, political, and economic forces that have shaped the evolution of healthcare in the U.S.; Triple Aim (access, quality, and cost).
  2. Ethical, Legal and Policy Issues in Healthcare Management (3cr) - An introduction to law and the legal system as it relates to the delivery and financing of health care; corporate liability; medical malpractice; admission and discharge processes; medical staff bylaws; informed consent; patients' rights; medical records; governmental regulation of personnel and health facilities; legal aspects of human resource administration in health care; liability and corporate responsibility; ethical concerns in the practice, distribution and administration of healthcare; personal, professional, and organizational ethical dilemmas and decision-making responsibilities; faith traditions; theories, principles and methods that influence reasoning, analysis and argument in contemporary health care ethics.
  3. Marketing and Communication for Healthcare Leadership (3cr) - Marketing concepts as applied to health services organizations; consumer behavior; market segmentation; target marketing; marketing research; management and control of marketing mix variables; assessing the internal and external environment; competitor analysis; service design/performance as they interact with marketing plans; buyer behavior; segmentation; market research; products/services; pricing, distribution, promotion, and marketing control.
  4. Healthcare Accounting, Economics, and Financial Management (3cr) - Financial management functions and organizations; financial statement analysis; working capital management; present value analysis; capital budgeting; cost of capital; variance analysis; financing techniques; financial analysis case studies; financial statements; cost allocation; capital acquisition and budgeting; pricing of services; time value analysis; reimbursement; financial risk and return; long-term debt financing; capital structure; cost of capital; and analysis of financial performance; revenue cycle; financial viability; basic accounting transactions; financial report preparation; concepts of accrual vs. cash accounting; not-for-profit health care accounting; and the analysis of health care organization financial reports; spreadsheet use to make financial decisions; healthcare reimbursement and theory; forecasting; reading and analyzing healthcare financial statements; recording transactions; budgeting, full costing, incremental costing; responsibility accounting; analysis of cost and budgetary controls; interpretation and utilization of accounting reports and statements; operating accounting measurements; quantitative techniques; analysis of financial statements; financial decision-making models; auditing; capital investments; strategic financial management; provider behavior; production; costs; supply; market structure; competition; patient access and demand; insurance; expenditures; utilization; healthcare reform; premium rate setting; cost and utilization rates; advanced managerial accounting concepts; variance analysis; HMO rate setting; private and public healthcare reimbursement systems under managed care; financial aspects of integration; managing resources; profitability; cost and pricing models; exploring the interaction financial, strategic, organizational policy and the external environment information on decisions; economic models of supply and demand; competition; market power; labor choices; production functions and efficiency are applied to the health sector; integrated care delivery systems; application of economic principles to the allocation of scarce resources in health care.
  5. Clinical Integration in Health Services Management (3cr) - organizational structure; organization/ environment relationships; organizational performance, power and leadership; perception, attitudes, motivation, communication, and group dynamics; Leadership concepts and management principles as employed by clinical professionals in health care organizations; effective approaches to communication; change and conflict management; performance and financial management; and cultural competence; skills required to solve the most pressing operational problems found across departments within today’s complex health care institutions; patient safety, clinical process improvement, and credentialing.
  6. Health Information Systems and Informatics for Innovative Leaders (3cr) - Principles of modern information architectures; computer networking and communication technologies needed to support modern information infrastructures; information systems and technology in health care, specifically focusing on the limitations of such technology; informatics initiatives aim to facilitate effective information use for the purpose of improving the quality of health services and/or efficiency of processes; implications for various stakeholder groups (e.g., patient access); electronic medical record; including consumers, practitioners, administrators, and policy makers; conduct research; develop public health informatics tools/projects; terminology; organization; and strategy, planning techniques; systems selection; contract negotiation; project management; medical informatics; technology trends and issues for health care; theory, technology, and practical application of information systems; design, acquire, and maintain information systems for integrated health care delivery.
  7. Data Analytics and Impact for Healthcare Managers (3cr) - Essential data analytics skill set that can be applied across the continuum of healthcare service and delivery; core functions of data analysis; visualization and presentation; data mining strategies; database management; modelling of trends and population health management applications; projects that integrate an understanding of health data and analytic strategies that are appropriate for making strategic choices in health policy and general healthcare delivery research and management within the Triple Aim framework.
  8. Quality and Performance Improvement for Healthcare Transformation (3cr) - Introduces the theoretical application of statistical quality management in health care, as well as the practical application of quality improvement methods in health care settings; customer driven process involving team and process thinking and application of statistical tools to way in which work is accomplished; knowledge, skills, and tools necessary to implement, facilitate, and coordinate continuous quality improvement activities in health care environments; provides students with knowledge, skills, and tools including lean/six sigma, to implement, facilitate, and coordinate continuous quality improvement activities in health care environments; develop, implement, and test a solution to improve health care or public health delivery, using a model called the Model for Improvement. The model uses three questions to scope the improvement project and four steps, Plan-Do-Check-Act, to implement and test solutions.
  9. Operations and Value-based Strategies in Healthcare (3cr) - Comprehensive review of population health approaches, strategies, and programs designed to improve consumers’ access and quality of care while managing costs; policy implications and delivery of population health approaches within the health sector; their impact on consumers and providers, and consumer engagement programs throughout the continuum of care; integrates social determinant identification; basic managerial epidemiological concepts; patient-reported outcomes (PROs) include measures of health status, quality of life, and satisfaction with healthcare; how to design and evaluate a PRO measure and best practices for integrating PRO in clinical research and healthcare settings; analyzing the internal operations of a health care institution, including governance, departmental structure, planning and financial management, and human resources development, as well as the external environments impacting the organization.
  10. Healthcare Capstone (Strategic Management and Leadership for Healthcare) (3cr) – In the capstone course, students apply and demonstrate knowledge, theories, principles, methods, skills, competencies, values, and perspectives developed throughout the MHA curriculum to resolve “real” health administration issues. This course will have an online class component and a field component.