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Course Criteria
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2.00 Credits
The continued viability of health care organizations depends in large measure on the strategic sophistication of their leadership and their ability to market their products effectively. In this portion of the curriculum, students will learn the concepts and skills required to: develop a strategic vision for a health care organization, taking into account the values of senior management; use economic models to determine the competitive position of a health care organization; recognize product life cycles; assess the effect of an organizations culture on its strategy; and evaluate economic and social barriers to entry and exit of a health care organization. The course also includes the key marketing concepts of SWOT analysis, competitive intelligence, social marketing, market segmentation, market positioning, branding, product differentiation and niche marketing. (2 credits)
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2.00 Credits
This course addresses the major legal principles and issues relevant to health care administration. It covers the legal relationships between the patient and the provider, the provider and institution, and the patient and institution. It introduces various forms of corporate organization, including profit, and not-for-profit. It highlights cost control, quality control, and access to services. Legal issues relating to admission and discharge, emergency treatment, medical records, and mental health treatment are covered. (2 credits)
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4.00 Credits
This course is designed to (1) enable students to assess a health care organization's competitive position; (2) introduce the rationale for a strategic vision and the framework by which a strategic vision can be created; (3) introduce a framework for analyzing a turbulent external environment; and (4) give students experience in crafting recommendations appropriate to the market and the organization's capabilities and strategic objectives. The course emphasizes the use of information technology for weak signal issue surveillance and strategic intelligence gathering. By means of case analyses as well as field application (by creating a strategy for ones own institution), this course emphasizes the development of higher-level analytic and strategic competencies. (3 credits)
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1.00 Credits
This course exposes students to research methods used in health care organizations to understand customer and staff behavior, marketplace characteristics, and indicators of unmet needs for services. Topics covered include research design basics, designing and implementing surveys, sampling, and analyzing survey data. All students must have a prerequisite of HCA 502 (Quantitative Analysis). (1 credit)
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3.00 Credits
This course focuses on the institutional and community leadership arenas and the roles of the leader in each: to contribute actively to the creation and maintenance of an outstanding organizational culture, and to advocate effectively for the health and development of the larger community. Students will be encouraged to take a coaching/mentoring perspective in terms of leading professionals, navigating political shoals, managing overt and covert resistance, and organizational development. Emphasis is on discerning organizational culture and evaluating likely momentum as well as inertia regarding change; as well as selecting among change models and tactics, based on a better understanding of the deep structures characterizing the organization. (3 credits)
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3.00 Credits
This course deals with advanced financial concepts that relate to decision making regarding long-term business strategy in the organization. The main concepts covered in the course are cost of capital, capital structure analysis, valuation of the organization, mergers and acquisitions, and business plan development. In the course, students will utilize case analysis, excel spreadsheet modeling and group problem solving to demonstrate competence in concepts and methods. Students are required to have completed HCA 509. (3 credits)
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2.00 Credits
At the end of the program, students are required to do two credits of fieldwork with supervision by a faculty member and a field preceptor. Field projects are designed by students and faculty so they round out a student's leadership 'portfolio' in terms of the NCHL Leadership Model, skill acquisition and career development. The field projects are presented and defended to the faculty and fellow students. Students choose from the following options for fieldwork: 1. A health care research, management research, or policy-analysis paper of publishable quality (the potential journals must be identified and the research be designed, conducted, and reported according to one of the journals standards) 2. A short-term internship within a health care institution (a project must be described and submitted, demonstrating quantitative and/or financial analytic competency).
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2.00 Credits
This course introduces students to health policy and politics. The course provides students with the skills and knowledge needed to participate effectively in the development and analysis of legislation and policy. Students examine the processes within which legislation and policy are developed. The course identifies the rationales for public policy and major actors and stakeholders within the myriad health policy communities. The course also addresses ethical dilemmas that arise in policy-making and analysis. (2 credits)
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4.00 Credits
Studies the evolution of human societies to the rise of the West in the period of the Renaissance. Although the Mediterranean civilizations receive significant attention, substantial reading deals with China, India, Islam, and other well-documented cultures of the pre-modern world. Staff.
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4.00 Credits
Studies from an explicitly multicultural and interdisciplinary perspective civilizations since the Renaissance, with sustained attention to the rise of the West to world dominance. Evaluates those many cultures and societies that have received that influence. Staff.
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