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Course Criteria
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3.00 Credits
(Prerequisites: GSM 509, GSM 510) This course focuses on growth strategies of emerging ventures to determine challenges that may arise at different stages of the business life cycle. Using a case and field study methodology, you will analyze and gather information on a series of strategic development challenges of a growing venture (i.e. strategic planning, resource allocation). The course will emphasize how to effectively apply this process to an entrepreneurial enterprise and, specifically, how to thoroughly critique the operations of the business at various growth stages. Finally, in this course, you will be introduced to how growth can be managed and how a successful exit can be achieved.
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3.00 Credits
(Prerequisites: GSM 509, GSM 510) By working directly in an entrepreneurial firm, you will have the opportunity to bridge theory and practice in a three-month fellowship. Through this practicum, you will gain valuable insight and learning into the complexities of launching and managing a new venture that can be later leveraged when you start your own business and become operational. Further, you will be provided with opportunities to directly apply and develop your entrepreneurial leadership, communication, and interpersonal skills, as it directly relates to a woman-led venture.
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3.00 Credits
Prerequisites: GSM 411 This course examines unique aspects of the health industry that influence institutional decision-making and industry business performance. The course is designed for students who are finishing an MBA, and have some basic micro economic experience, but have not been exposed to the non profit health care sector. Using readings from the health economics literature, some of the unique aspects of the health industry are studied, such as health insurance (both social and private insurance), pricing and rate setting by payers, asymmetric information and market failure, household health production theory, and the role of professional licensing and other government regulation. The course also reviews topics such as profit / non-profit performance differences, non-profit financial reporting, for-profit conversions of non-profit organizations, and the evidence about what causes health care organizations to fail. The course will rely on a combination of lectures, selected readings, case preparation and short student papers.
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2.00 Credits
This course examines the variety of distinct products and markets that compose the Health Care industry. These include hospitals, long-term care, HMOs, physician offices, pharmaceuticals and biotechnology, medical devices, insurance and medical informatics products. Each marketplace would be examined in the course, with attention paid to the financial performance of the firms in each marketplace, the kinds of business models by the leading firms, and the marketing approaches used in each marketplace to reach customers. Students will develop cases of firms in several of these marketplaces, assess the firm?s performance relative to industry standards, and explain what business and marketing practices have led to observed results.
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4.00 Credits
In the summer semester, the program requires students to complete a full-time, 10-week practicum with supervision by a faculty member and a field preceptor. Students receive broad exposure to a health care organization and conduct a specific management project that benefits the sponsoring organization. The program customizes the practicum depending on a student?s level of experience and particular interests in a health field sector, e.g. hospitals, managed care, insurance, advocacy, pharmaceuticals, etc. The practicum is full time (some are paid) for 10 weeks. Currently employed students may opt for a part-time practicum by spreading this requirement over two semesters. Students present and defend their field projects to the faculty, preceptors and fellow students.
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3.00 Credits
This course addresses major legal and ethical principles and issues relevant to health care administration, including: (1) legal relationships between patients and providers, providers and institutions, and patients and institutions; (2) the legal structure of various forms of corporate organization, including profit, and not-for-profit; and (3) legal issues relating to admission and discharge, emergency treatment, medical records, and mental health treatment. Finally, the course presents an ethical analytic framework grounded in legal principles and in the philosophical principles of beneficence, nonmaleficence, autonomy and justice, applied in cases and readings to the difficult ethical challenges in health care administration.
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1.00 - 3.00 Credits
An independent study should be designed so that a student is able to obtain new knowledge or experience under the supervision of a member of the faculty. Independent studies can be 1, 2, or 3 credits. Independent studies may be a project designed by the student or involve assisting a member of the faculty in work that (s)he is doing. The student is expected to do approximately 30 hours of work for each credit of an independent study,. Approval of the supervising faculty member and Program Director are required for independent studies. In order for this approval to be given, the student must complete the Independent Study Form and have it signed by the supervising faculty member and Program Director. It is the student?s responsibility to provide periodic updates to the supervising faculty member on the work of the independent study. Usually, a student should not do more than 3 credits of independent study.
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2.00 Credits
This course introduces students to basic concepts relating to the business side of health care organizations and ways in which business performance is measured. How are data to be collected? How are those data summarized into measures and analyzed? Students learn the foundations of health care accounting and the basic concepts and skills in financial management. Students also demonstrate competence in writing simple business memos. The course also lays the foundation for the HCA curriculum in quantitative and financial analysis and analytic thinking. (2 credits).
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2.00 Credits
The content and structure of this course and the follow-on courses (HCA 505 and HCA 533) are based on the following premise: There are four arenas in which student leadership competency can be demonstrated: self/individual; group (the small work group); institution and community. Moreover, the function as leader differs in each arena: Self: To ensure ones own learning and growth Group: To drive the creation and maintenance of appropriate group norms Institution: To contribute actively to the creation and maintenance of an outstanding organizational culture Community: To advocate effectively for the health and development of the larger community. HCA 501 and 505 focus on the first two leadership arenas and functions. HCA 533 focuses on institutional and community arenas and functions. HCA 501 is designed to provide students with a basic understanding of what leading people entails, as well as with opportunities to develop some of the requisite skills and competencies of an effective leader of people. In addition, because of the need for interdisciplinary teamwork in healthcare, another emphasis of the course is to prepare students to lead interdisciplinary teams effectively, as well as to be effective members of such teams. See also the NCHL Leadership Model, Attachment 2. (2 credits).
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