400

This course examines the roles of supervisors in health care organizations. It prepares health care professionals for supervisory roles by examining management theory and principles and practical applications in a variety of health care settings. Additionally, this course investigates the principles involved in job selection, training, development, and evaluation of job performance in health care organizations. The student is enabled to design and implement job descriptions, selection interviews, in-service and job training sessions, and performance appraisals at the departmental level. Prerequisite(s): HCL 300, HCL 310, HCL 315, HCL 330, HCL 335, and MGT 436, or approval of Dean or Associate Dean of the College of Management and Business, Admission to the HCL program. Co-requisite(s): None. 5 quarter hours

This course explores and analyzes the application of principles involved in managing the financial and physical resources in health care settings. Students will focus on concepts dealing with third party reimbursement, budget development, expenditure control, record keeping, inventory control, equipment purchases, and departmental facility planning. Students are introduced to the use of fundamental financial information and data, including income statement and the balance sheet. Students will use these statements and such tools as ratio analysis, time value of money and capital budgeting to perform a cursory evaluation of the overall financial health of an organization. Pre-requisite(s): HCL 310, HCL 315, HCL 320, HCL 330, HCL 335, and MGT 436; or permission of Program Chair or designate. Co-requisite(s): None. 4 quarter hours

This course explores and analyzes the application of principles involved in managing the financial and physical resources in health care settings. Students focus on concepts dealing with third party reimbursement, budget development, expenditure control, record keeping, inventory control, equipment purchases, and departmental facility planning. Students are introduced to the use of fundamental financial information and data, including the income statement and the balance sheet. Students further use these financial statements and such tools as ratio analysis, time value of money, and capital budgeting to perform a cursory evaluation of the overall financial health of an organization. Pre-requisite(s): HCL 301, HCL 311, HCL 316, HCL 320, and HCL 326; or permission of Program Chair or designate. Co-requisite(s): None. 5 quarter hours

This course explores the ethical and legal aspects of contemporary issues concerning health care delivery. The potential interaction and conflicts among individual value/moral systems, ethical standards, and legal considerations are examined. Practical considerations for protecting institutional, practitioner, and patient interests are presented. Pre-requisite(s): HCL 310, HCL 315, HCL 320, HCL 330, HCL335, and MGT 436; or permission of Program Chair or designate. Co-requisite(s): None. 4 quarter hours

This course explores contemporary ethical and legal issues in health care delivery. Students examine the potential interaction and conflicts among individual value/moral systems, ethical standards, and legal considerations, as well as the ethical and legal issues associated with health care reform. Students further discuss practical considerations for balancing and protecting institutional, practitioner, and patient interests. Pre-requisite(s): HCL 301, HCL 311, HCL 316, HCL 320, and HCL 326; or permission of Program Chair or designate. Co-requisite(s): None. 5 quarter hours

This course provides an overview of information systems in health care operations and management. The course addresses health care information systems from multiple perspectives, including providers, patients, payers, and public sector agencies. Students are exposed to core health care information technologies; clinical and administrative applications of these technologies; processes for implementing and managing these technologies; and the impacts of these technologies on the people, processes, and performance of today’s health care industry. Pre-requisite(s): HCL 310, HCL 315, HCL 320, HCL 330, HCL 335, and MGT 436; or permission of Program Chair or designate. Co-requisite(s): None. 4 quarter hours

This course provides an overview of information systems in health care operations and management. The course addresses health care information systems from multiple perspectives, including those of providers, patients, payers, and public sector agencies. Students review core health care information technologies; clinical and administrative applications of these technologies; processes for implementing and managing these technologies; and the impact of these technologies on the people, processes, and performance of today’s health care industry. Pre-requisite(s): HCL 301, HCL 311, HCL 316, HCL 320, and HCL 326; or permission of Program Chair or designate. Co-requisite(s): None. 5 quarter hours

This course provides an understanding of the role of marketing activities in health care today, with a particular focus on marketing activities performed at the departmental level. It addresses the distinct needs and problems of health care service organizations in development and execution of marketing plans. Discussions and assignments will focus on marketing principles and activities that contribute to positive growth and reputation of health care services through quality, service, and value. The student identifies and analyzes a marketing opportunity or problem, and develops a marketing plan linked to actual outcomes by employing creative as well as critical thinking skills. Pre-requisite(s): HCL 310, HCL 315, HCL 320, HCL 330, HCL 335, and MGT 436; or permission of Program Chair or designate. Co-requisite(s): None. 4 quarter hours

This course provides an overview of the role of marketing activities in health care today, with a particular focus on marketing activities performed at the departmental level. It addresses the distinct needs and challenges of health care organizations in the development and execution of marketing plans. Discussions and assignments focus on marketing principles and activities that contribute to positive growth and reputation of health care service through quality, service, and value. Students identify and analyze a marketing opportunity or problem, and develop a marketing plan linked to actual outcomes by employing creative as well as critical thinking skills. Pre-requisite(s): HCL 301, HCL 311, HCL 316, HCL 320, and HCL 326; or permission of Program Chair or designate. Co-requisite(s): None. 5 quarter hours

Health Care Systems provides an introduction to the fundamentals of systems management and organizational theory and their applications to the analysis of health care organizations. Students discuss systems models, organizational boundaries, varieties of systems, environmental factors, force field analysis, strategic alternatives, and the evaluation of alternatives and strategic choices. Pre-requisite(s): HCL 300, HCL 310, HCL 315, HCL 320, HCL 330, HCL 335, HCL 410, HCL 415, HCL 420, HCL 425, HCL 430, and MGT 436; or permission of Program Chair or designate. Co-requisite(s): None. 4 quarter hours

Business Planning in Health Care is the capstone course for the Health Care Leadership program. This course incorporates the learning experiences of the other Health Care Leadership courses to create an operational business plan for providing a new service within a health care facility or organization. The course includes assessing the needs & value of a new health care service, creating the business plan and the implementation plan and assessing the outcomes of the business plan. Prerequisite(s): Admission to the HCL program; the successful completion of HCL 300, HCL 310, HCL 315, HCL 320, HCL 330, HCL 335, MGT 436, HCL 410, HCL 415, HCL 420, HCL 425, HCL 430 and HCL 440. Co-requisite(s): None. 4 quarter hours

Strategic Analysis and Planning in Health Care is the capstone course for the Health Care Leadership major which draws on the content of all previously completed courses. This course guides students through the fundamentals of strategic analysis of departmental-level changes for a health care organization or the delivery of a new service or product. Students conduct strategic analyses of the external and internal environments, assess strategic alternatives and choices, and present a strategic plan for change. They further analyze factors associated with implementing a strategic plan, with a focus on managing change and assessing the outcomes of strategic plans. Pre-requisite(s): HCL 301, HCL 311, HCL 316, HCL 320, HCL 326, HCL 350, HCL 410, HCL 416, HCL 421, HCL 426, HCL 431 AND PJM 300; or permission of Program Chair or designate. Co-requisite(s): None. 5 quarter hours