MHA - Master of Health Services Administration

In this course students examine leadership approaches that optimize quality outcomes. They further study management and leadership functions of planning, organizing, resource allocation (financial, physical, human, and informational), supervision, controlling, and evaluation Students explore how health care organizations are similar and yet different from other businesses and discuss strategies for managing change, empowering employees to make decisions and solve problems, and managing through teams. This is an advanced standing course that may count toward both baccalaureate and master's degrees. Pre-requisite(s): None, Co-requisite(s): None. 5 quarter hours

This gateway course in the Master of Health Services Administration program introduces students to the university and the program. Further, this course provides a survey of the historical, economic, social, technological and philosophical forces that have shaped our current health care delivery models and systems. The impact of governmental and non-governmental regulation will be introduced. This course also explores trends and public policy considerations that impact the delivery of health care. A primary focus is the critical examination of alternatives for balancing access, quality and cost. The course further examines planning and policy cycles, the role of government as regulator and market maker, the status of major governmental initiatives and the projection of emerging trends. This is an advanced standing course that may count toward both, baccalaureate and master's degrees. Pre-requisite(s): Completion of 90+ QH; and CGPA of 3.0 or higher; or permission of the Program Chair/Director or designate. Co-requisite(s): None. 5 quarter hours

This course explores the operations management and financial health of health care as a business. Common health care business operations include patient registration and certification, billing, insurance, collection, and materials management are covered in the course. Additionally, the course examines health care business process engineering and optimization. This course also explores the logistics and supply chain management that health care businesses need to maintain in order to be efficient, effective, and profitable. Students will have opportunities to apply what they have learned through case studies and the development of a business operations plan for a health care service and/or product. This is an advanced standing course that may count toward both, baccalaureate and master's degrees. Pre-requisite(s): MHA 405 and RES 410. Completion of 90+ QH: and CGPA of 3.0 or higher; or permission of the Program Chair/Director or designate. Co-requisite(s): None. 5 quarter hours

In this course, students examine leadership approaches that optimize quality outcomes. They further study management and leadership functions of planning, organizing, resource allocation (financial, physical, human and informational), supervision, controlling, and evaluation. The course explores how health care organizations are similar and yet different from other businesses and discuss strategies for managing change, empowering employees to make decisions and solve problems, and managing through teams. Pre-requisite(s): MHA 505 and RES 510; or permission of Program Chair. Co-requisite(s): None. 3 semester hours

This gateway course in the Master of Health Services Administration program introduces students to the university and the program. Further, this course provides a survey of the historical, economic, social, technological and philosophical forces that have shaped our current health care delivery models and systems. The impact of governmental and non-governmental regulation is introduced. This course also explores trends and public policy considerations that impact the delivery of health care. A primary focus is the critical examination of alternatives for balancing access, quality and cost. The course further examines planning and policy cycles, the role of government as regulator and market maker, the status of major governmental initiatives and the projection of emerging trends. Pre-requisite(s): Graduate status; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

This course introduces students to ethical and legal theories associated with the administration of health care organizations. Students examine the rights and duties of the organization to its stakeholders, both internal and external, as well as to health care recipients. The analysis of the rights and duties concentrates on four perspectives: political, social, ethical, and legal. Students explore the issues of leadership, employer and employee-rights, occupational safety, patient safety, environmental issues, and social responsibility. Pre-requisite(s): MHA 505, RES 510 or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

This course explores the operations management and financial health of health care as a business. Common health care business operations include patient registration and certification, billing, insurance, collection, and materials management are covered in the course. Additionally the course examines health care business process engineering and optimization. This course also explores the logistics and supply chain management that health care businesses need to maintain in order to be efficient, effective, and profitable. Students will have opportunities to apply what they have learned through case studies and the development of a business operations plan for a health care service and/or product. Pre-requisite(s): Admission to the MHA program. MHA 500 and RES 510. Co-requisite(s): None. 3 semester hours

This course introduces the concepts, conventions and terminology of accounting and finance as applied in health care organizations. Students will identify the role of finance in health care applications, compare balance sheets, income statements, and statements of cash flow in financial statement analysis, and apply financial ratios and benchmarking as analysis tools for decision making. Cost determination and behavior, profit analysis, plus cost allocation are examined as administrative accounting tools. Administrative accounting and financial analysis techniques including, planning and budgeting, variance analysis, standard costs, time value analysis and risk/return models are also developed. Students evaluate capitation contracts (and/or other alternative payment systems) to predict financial and service level consequences. Pre-requisite(s): MHA500, MHA505, MHA508, MHA512, MHA520, MHA522, and MHA525. Co-requisite(s): None. 3 semester hours

This course presents the fundamentals of acquiring, processing, disseminating, and applying health care information to support routine operations, problem solving, decision making, and strategic analysis to achieve a competitive advantage. Students consider the management of information technology, special characteristics of patient information and the importance of integrating clinical, operational, and financial systems. The course further addresses current health care information technology trends and issues. Additionally, students examine ethical and legal considerations of handling patient data. Pre-requisite(s): MHA 505 and RES 510; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

This course focuses on necessary knowledge, skills, and competencies essential for effective management of a health care organization's human resource (HR) function. It emphasizes the strategic management and business partnership roles that an HR practitioner fulfills in a health care organization and the alignment of HR practices with the health care organization's mission, vision, and strategic plan. Pre-requisite(s): MHA 505 and RES 510; or permission Program Chair or designate. Co-requisite(s): None. 3 semester hours

This course explores the dramatic transformation of the health care industry and the demands for effective marketing. It presents the fundamentals of marketing as practiced within health care organizations and explores the Web's impact and how it alters today's marketing approaches. A primary focus is building customer satisfaction through quality, service, and value. Market oriented strategies are developed through analysis of consumer and business markets, buying behaviors, competitors, market segmentation and targeting, and measuring/forecasting market demands. Marketing to physicians, various health care groups and third party payers are examined. Pre-requisite(s): MHA 500, MHA 505, MHA 508, MHA 512, MHA 520, MHA 522, MHA 525, MHA 527, MHA 531, and MHA 532; or approval by Program Chair or designate. Co-requisite(s): None. 3 semester hours

In this course, students examine and practice the methodology for a strategic examination of health care organizations. They review organizational mission, values, and objectives in relation to the current operation of each functional area and changing external conditions. Students further develop a strategic and implementation plan based on the analysis of internal and external environments and the selection of organizational change strategies to accommodate environmental changes. Pre-requisite(s): MHA 501, MHA 505, MHA 508, MHA 522, MHA 527, MHA 531, MHA 532, MHA 540 and RES 510, or approval by Program Chair or designate. Co-requisite(s): None. 3 semester hours

This course offers an intensive experience to reinforce student understanding and application of core information, concepts and procedures presented throughout the program. It is the culminating activity for the program. The students develop and present the outcomes of an applied case study on a topic related to health care service, and/or product delivery, and administration. Pre-requisite(s): MHA 500, MHA 505, MHA 508, MHA 512, MHA 520, MHA 522, MHA 525, MHA 527, MHA 531, MHA 532, MHA 540, AND MHA 541; or approval by Program Chair or designate. Co-requisite(s): None. 3 semester hours