Healthcare Administration Archive 2020-2021

3.00

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

3.00

Develops foundational evidence-based management skills and initiates the professional self-development work that students undertake throughout the MHA Program. This course covers applied research methods and statistical tools as it develops students' skills at identifying, collecting, analyzing and interpreting data. Students engage in hands-on data collection, statistical analysis and interpretation of results. Professional development work includes self-assessments, clarification of career aims, and connecting with resources available to healthcare management professionals.

3.00

Builds essential accounting and financial management skills for healthcare managers. Topics include income statements, balance sheets, and interpretation and analysis of financial statements, as well as the implications of assuming financial risk. The course also covers the revenue cycle, financial information systems, and the use of financial information for decision-making. Focused attention is given to managerial accounting, cost allocation, budgeting and variance analysis, as well as ethical and legal perspectives.

HLTH-705 (or HLTH-701)

3.00

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

MHA and MSBA students only. HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604).

3.00

Introduces students to concepts, analytic tools, and techniques in operations management, including project management, process documentation and analysis, process improvement tools, Lean Six Sigma methodology, queuing theory, forecasting, Theory of Constraints, and supply chain management. Students will understand patient flow and will learn to measure and compare productivity between departments and healthcare organizations, to map processes and identify improvement opportunities, and to apply quantitative methods for optimal managerial decisions. The course builds on the "Evidence-Based Healthcare Management" foundation course. Class exercises, applied concept assignments, and other learning tools enable students to understand ways to improve the effectiveness and efficiency of healthcare organizations.

3.00

Develops students' knowledge and skills to enable them to engage more effectively with the human side of healthcare organizations. The course examines forces that shape healthcare organizations, and it draws on management theory and practice to explore topics including: governance and control; strategy; organizational structures, tasks and positions; culture and ethics; teamwork; communication; planning; decision making and problem solving; and managing people and performance in clinical and support services. The course also covers operational aspects of human resources planning and management, including recruiting, retaining and managing human resources; cultural competence and diversity management.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the "Evidence-Based Healthcare Management" Foundation course, this course further develops students'competencies in seeking and analyzing data, and presenting findings. Analytics drives innovative solutions through its use of data science, information technology, and deep knowledge of a particular industry sector. This course focuses on applications in population health, community health, business intelligence, and behavior change. Students will have establish competency in obtaining information from multiple data sources, analyzing metrics, applying analytic tools, using systems thinking to frame and solve problems, evaluating the pros and cons of various analytics approaches, and creating solutions through the use of case narratives, use cases, and client presentations.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

The "production" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality, patient safety and patient experience. Among those trends are new ways of organizing and delivering services, new technologies, the growth of consumerism and patient-centered care, and new standards and expectations. This course builds on Foundation and Core Level 1 courses as it focuses on the complexities and processes of assuring quality performance in healthcare organizations. Among the topics covered in this course are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; and measuring and improving the patient experience.

HLTH-705 (or HLTH-701), and HLTH-740 (or HLTH-808 or MBA-721)

3.00

The business of delivering healthcare services generates a multitude of ethical questions which must account for a range of interests, from the interests of patients and consumers, to those of providers and staff, to those of the organization as a business, and the broader interests of community and society. This course familiarizes students with these issues and interests, and with ethical concepts and frameworks for ethical decision making. The course integrates ethics into students' development of their own leadership and change management skills and practice. The course is designed to promote intellectual growth and personal insight into one's own leadership capabilities and style, moral values and beliefs, and to develop competency both in one's personal leadership practice and in leading and managing organizational change.

HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812)

3.00

The success of any healthcare organization depends on the ability of its leaders and managers to continuously identify, evaluate and address the key issues facing the organization. Innovations in technology, products, practices, and organization, which are continuously reshaping healthcare, are among the most important issues. This course introduces students to these types of innovations, as part of the larger healthcare environment, and integrates them into the larger framework of strategic management of healthcare organizations. The course explores the essential elements of strategic management: systems thinking, strategic analysis, and strategy development and implementation. Using healthcare industry publications and provocative case studies, students conduct assessments of external trends, assumptions and implications; identify and assess organizational opportunities and challenges as well as strengths and weaknesses; identify strategic and operational issues; and review and develop strategies and actions to address the issues and achieve success.

Complete 39 credits of MHA courses

3.00

The MHA capstone integrates information, concepts and tools from across the curriculum. Each student develops a strategic or operational plan for a healthcare organization or conducts a research project on a healthcare organization or a strategic or operational issue of particular interest. The student must conduct the planning or research from multiple perspectives, including financial, operational, human resources and community health, within a larger strategic assessment of the environment. Fundamentally, this course enables students to apply the aspects of strategic management to diagnose organizational circumstances and develop strategies for "what to do next."

HLTH-705 (or HLTH-701); and HLTH-707 (or HLTH-812)

0.00- 3.00

The internship enables students to learn about important aspects of healthcare by working in a healthcare organization. It is intended for students who do not have professional experience in the U.S. healthcare system as well as students who already work in healthcare and seek to gain exposure to other areas of the system. For all students, the internship provides networking opportunities for future career development. The internship requires each student to: work with a healthcare faculty member to identify opportunities and secure an internship in a healthcare organization; complete 400 hours of supervised work in that healthcare organization; attend classes to examine relevant aspects of the internship; and report on the lessons learned from the internship and how they could be applied in the student's future professional endeavors.

3.00

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

HLTH-705 (or HLTH-701)

3.00

This course prepares students to plan, lead, manage and improve primary care and other ambulatory patient care services ("APC") toward achieving the "Triple Aim" of better population health, better patient care and lower cost. The course covers a range of APC services including physician practices, community health centers, ambulatory surgery, retail clinics, behavioral health and dental care. Students who complete the course will be able to understand and analyze: key structures and processes of APC services and their effects on the Triple Aim; key APC contexts including regulatory, reimbursement, technological and professional; and important industry trends related to APC. Specific topics include organizational structure and governance; workforce and staffing; facilities and licensure; emerging business models; performance measurement; relationship between primary care and public health; and emerging practice models including the patient-centered medical home.

HLTH-705 (or HLTH-701)

3.00

The health and wellbeing of people throughout the world are challenged by many factors. To highlight those factors and what is being done to address them, this course focuses on global health problems and needs, including those related to infectious and chronic diseases, injuries, mental illness and substance abuse, and complex emergencies such as natural disasters and war, with particular attention to women, children and families. It also review critical global health-related policy issues such as poverty, population growth, the food and nutrition crisis, water wars, environmental degradation and climate change. Among the assignments, students write papers on specific global health problems and needs and identify healthcare and health-related organizations and financial resources in selected countries that are addressing the problems and needs. The course closes by examining the challenges of how to prioritize the deployment of scarce resources and mobilize citizens, governments and for-profit and non-profit organizations to enhance people's health and wellbeing and save civilization.

HLTH-810 (or HLTH-831)

3.00

Builds student competencies in the improvement and assurance of the quality and safety of healthcare services. This course builds on the principles, concepts, tools, and analytic methods addressed in the pre-requisite Core II course, HLTH-810. Among the topics explored are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; measuring and improving the patient experience; mistake-proofing the design process; and principles and strategies to improve reliability. The course will provide the foundation for students to conduct a sophisticated performance improvement project by learning how to classify medical errors, establish cutting-edge concepts in leadership and teamwork, and apply reliability principles to performance improvement in complex systems.

3.00

England, as part of the United Kingdom, has a nationalized healthcare system. Given that it leads the systems in other countries on many aspects of care delivery and health outcomes, there is an advantage for healthcare administrators and policymakers in the U.S. to have exposure to this system for what they might learn and apply to improve our own healthcare system. Therefore, the purpose of this global travel seminar is to enable students to explore and answer one overarching question: What can we learn from the healthcare system in England that will enable us to better understand and make needed improvements to the healthcare system in the U.S.? At the macro level, students will learn about and analyze such features of the healthcare system in England as government ownership of healthcare delivery organizations, near-universal insurance coverage, allocation of resources according to national and regional budgets, and reforms to address serious quality and safety deficiencies. At the micro level, students will visit healthcare delivery organizations and meet with healthcare providers, managers and policy makers to get a close look at the realities of the healthcare system, including quality improvement and cost containment initiatives. By the end of this course, students will also understand how the healthcare system in England compares on key dimensions with the healthcare system in the U.S.

HLTH-705 (or HLTH-701)

3.00

This course revisits the health system as a diverse set of public and private entities working together to build and sustain health at the community and population levels. It prepares students to be boundary-spanners within that system and to plan and manage services that optimize community and population health. The traditional "caring and curing" mission of healthcare delivery organizations is expanding toward prevention, wellness, and population health. As a result, interdependencies are growing among healthcare service delivery organizations, other community-based services and public health agencies. Topics covered in this course include both the traditional and emerging roles of public health professionals and agencies (e.g., research, surveillance, prevention, education, behavior change, seeking healthier living conditions); community health entities including community health centers, accountable communities for health and community-integrated health systems; measurement of and responses to environmental and social determinants of health; movement and reporting of health data and information moving across organizational and sectoral boundaries; collaborative initiatives such as primary care public health integration and learning health systems that crosses public-private boundaries.

Take HLTH-705

1.00- 3.00

This is a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report, and the project must be approved by the Dean of Academic Affairs prior to registration.

3.00

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

3.00

Develops foundational evidence-based management skills and initiates the professional self-development work that students undertake throughout the MHA Program. This course covers applied research methods and statistical tools as it develops students' skills at identifying, collecting, analyzing and interpreting data. Students engage in hands-on data collection, statistical analysis and interpretation of results. Professional development work includes self-assessments, clarification of career aims, and connecting with resources available to healthcare management professionals.

3.00

Builds essential accounting and financial management skills for healthcare managers. Topics include income statements, balance sheets, and interpretation and analysis of financial statements, as well as the implications of assuming financial risk. The course also covers the revenue cycle, financial information systems, and the use of financial information for decision-making. Focused attention is given to managerial accounting, cost allocation, budgeting and variance analysis, as well as ethical and legal perspectives.

HLTH-705 (or HLTH-701)

3.00

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

MHA and MSBA students only. HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604).

3.00

Introduces students to concepts, analytic tools, and techniques in operations management, including project management, process documentation and analysis, process improvement tools, Lean Six Sigma methodology, queuing theory, forecasting, Theory of Constraints, and supply chain management. Students will understand patient flow and will learn to measure and compare productivity between departments and healthcare organizations, to map processes and identify improvement opportunities, and to apply quantitative methods for optimal managerial decisions. The course builds on the "Evidence-Based Healthcare Management" foundation course. Class exercises, applied concept assignments, and other learning tools enable students to understand ways to improve the effectiveness and efficiency of healthcare organizations.

3.00

Develops students' knowledge and skills to enable them to engage more effectively with the human side of healthcare organizations. The course examines forces that shape healthcare organizations, and it draws on management theory and practice to explore topics including: governance and control; strategy; organizational structures, tasks and positions; culture and ethics; teamwork; communication; planning; decision making and problem solving; and managing people and performance in clinical and support services. The course also covers operational aspects of human resources planning and management, including recruiting, retaining and managing human resources; cultural competence and diversity management.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the "Evidence-Based Healthcare Management" Foundation course, this course further develops students'competencies in seeking and analyzing data, and presenting findings. Analytics drives innovative solutions through its use of data science, information technology, and deep knowledge of a particular industry sector. This course focuses on applications in population health, community health, business intelligence, and behavior change. Students will have establish competency in obtaining information from multiple data sources, analyzing metrics, applying analytic tools, using systems thinking to frame and solve problems, evaluating the pros and cons of various analytics approaches, and creating solutions through the use of case narratives, use cases, and client presentations.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

The "production" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality, patient safety and patient experience. Among those trends are new ways of organizing and delivering services, new technologies, the growth of consumerism and patient-centered care, and new standards and expectations. This course builds on Foundation and Core Level 1 courses as it focuses on the complexities and processes of assuring quality performance in healthcare organizations. Among the topics covered in this course are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; and measuring and improving the patient experience.

HLTH-705 (or HLTH-701), and HLTH-740 (or HLTH-808 or MBA-721)

3.00

The business of delivering healthcare services generates a multitude of ethical questions which must account for a range of interests, from the interests of patients and consumers, to those of providers and staff, to those of the organization as a business, and the broader interests of community and society. This course familiarizes students with these issues and interests, and with ethical concepts and frameworks for ethical decision making. The course integrates ethics into students' development of their own leadership and change management skills and practice. The course is designed to promote intellectual growth and personal insight into one's own leadership capabilities and style, moral values and beliefs, and to develop competency both in one's personal leadership practice and in leading and managing organizational change.

HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812)

3.00

The success of any healthcare organization depends on the ability of its leaders and managers to continuously identify, evaluate and address the key issues facing the organization. Innovations in technology, products, practices, and organization, which are continuously reshaping healthcare, are among the most important issues. This course introduces students to these types of innovations, as part of the larger healthcare environment, and integrates them into the larger framework of strategic management of healthcare organizations. The course explores the essential elements of strategic management: systems thinking, strategic analysis, and strategy development and implementation. Using healthcare industry publications and provocative case studies, students conduct assessments of external trends, assumptions and implications; identify and assess organizational opportunities and challenges as well as strengths and weaknesses; identify strategic and operational issues; and review and develop strategies and actions to address the issues and achieve success.

Complete 39 credits of MHA courses

3.00

The MHA capstone integrates information, concepts and tools from across the curriculum. Each student develops a strategic or operational plan for a healthcare organization or conducts a research project on a healthcare organization or a strategic or operational issue of particular interest. The student must conduct the planning or research from multiple perspectives, including financial, operational, human resources and community health, within a larger strategic assessment of the environment. Fundamentally, this course enables students to apply the aspects of strategic management to diagnose organizational circumstances and develop strategies for "what to do next."

HLTH-705 (or HLTH-701); and HLTH-707 (or HLTH-812)

0.00- 3.00

The internship enables students to learn about important aspects of healthcare by working in a healthcare organization. It is intended for students who do not have professional experience in the U.S. healthcare system as well as students who already work in healthcare and seek to gain exposure to other areas of the system. For all students, the internship provides networking opportunities for future career development. The internship requires each student to: work with a healthcare faculty member to identify opportunities and secure an internship in a healthcare organization; complete 400 hours of supervised work in that healthcare organization; attend classes to examine relevant aspects of the internship; and report on the lessons learned from the internship and how they could be applied in the student's future professional endeavors.

3.00

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

HLTH-705 (or HLTH-701)

3.00

This course prepares students to plan, lead, manage and improve primary care and other ambulatory patient care services ("APC") toward achieving the "Triple Aim" of better population health, better patient care and lower cost. The course covers a range of APC services including physician practices, community health centers, ambulatory surgery, retail clinics, behavioral health and dental care. Students who complete the course will be able to understand and analyze: key structures and processes of APC services and their effects on the Triple Aim; key APC contexts including regulatory, reimbursement, technological and professional; and important industry trends related to APC. Specific topics include organizational structure and governance; workforce and staffing; facilities and licensure; emerging business models; performance measurement; relationship between primary care and public health; and emerging practice models including the patient-centered medical home.

HLTH-705 (or HLTH-701)

3.00

The health and wellbeing of people throughout the world are challenged by many factors. To highlight those factors and what is being done to address them, this course focuses on global health problems and needs, including those related to infectious and chronic diseases, injuries, mental illness and substance abuse, and complex emergencies such as natural disasters and war, with particular attention to women, children and families. It also review critical global health-related policy issues such as poverty, population growth, the food and nutrition crisis, water wars, environmental degradation and climate change. Among the assignments, students write papers on specific global health problems and needs and identify healthcare and health-related organizations and financial resources in selected countries that are addressing the problems and needs. The course closes by examining the challenges of how to prioritize the deployment of scarce resources and mobilize citizens, governments and for-profit and non-profit organizations to enhance people's health and wellbeing and save civilization.

HLTH-810 (or HLTH-831)

3.00

Builds student competencies in the improvement and assurance of the quality and safety of healthcare services. This course builds on the principles, concepts, tools, and analytic methods addressed in the pre-requisite Core II course, HLTH-810. Among the topics explored are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; measuring and improving the patient experience; mistake-proofing the design process; and principles and strategies to improve reliability. The course will provide the foundation for students to conduct a sophisticated performance improvement project by learning how to classify medical errors, establish cutting-edge concepts in leadership and teamwork, and apply reliability principles to performance improvement in complex systems.

3

England, as part of the United Kingdom, has a nationalized healthcare system. Given that it leads the systems in other countries on many aspects of care delivery and health outcomes, there is an advantage for healthcare administrators and policymakers in the U.S. to have exposure to this system for what they might learn and apply to improve our own healthcare system. Therefore, the purpose of this global travel seminar is to enable students to explore and answer one overarching question: What can we learn from the healthcare system in England that will enable us to better understand and make needed improvements to the healthcare system in the U.S.? At the macro level, students will learn about and analyze such features of the healthcare system in England as government ownership of healthcare delivery organizations, near-universal insurance coverage, allocation of resources according to national and regional budgets, and reforms to address serious quality and safety deficiencies. At the micro level, students will visit healthcare delivery organizations and meet with healthcare providers, managers and policy makers to get a close look at the realities of the healthcare system, including quality improvement and cost containment initiatives. By the end of this course, students will also understand how the healthcare system in England compares on key dimensions with the healthcare system in the U.S.

HLTH-705 (or HLTH-701)

3.00

This course revisits the health system as a diverse set of public and private entities working together to build and sustain health at the community and population levels. It prepares students to be boundary-spanners within that system and to plan and manage services that optimize community and population health. The traditional "caring and curing" mission of healthcare delivery organizations is expanding toward prevention, wellness, and population health. As a result, interdependencies are growing among healthcare service delivery organizations, other community-based services and public health agencies. Topics covered in this course include both the traditional and emerging roles of public health professionals and agencies (e.g., research, surveillance, prevention, education, behavior change, seeking healthier living conditions); community health entities including community health centers, accountable communities for health and community-integrated health systems; measurement of and responses to environmental and social determinants of health; movement and reporting of health data and information moving across organizational and sectoral boundaries; collaborative initiatives such as primary care public health integration and learning health systems that crosses public-private boundaries.

Take HLTH-705

1.00- 3.00

This is a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report, and the project must be approved by the Dean of Academic Affairs prior to registration.

3.00

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

3.00

Builds essential accounting and financial management skills for healthcare managers. Topics include income statements, balance sheets, and interpretation and analysis of financial statements, as well as the implications of assuming financial risk. The course also covers the revenue cycle, financial information systems, and the use of financial information for decision-making. Focused attention is given to managerial accounting, cost allocation, budgeting and variance analysis, as well as ethical and legal perspectives.

HLTH-705 (or HLTH-701)

3.00

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

3.00

Develops students' knowledge and skills to enable them to engage more effectively with the human side of healthcare organizations. The course examines forces that shape healthcare organizations, and it draws on management theory and practice to explore topics including: governance and control; strategy; organizational structures, tasks and positions; culture and ethics; teamwork; communication; planning; decision making and problem solving; and managing people and performance in clinical and support services. The course also covers operational aspects of human resources planning and management, including recruiting, retaining and managing human resources; cultural competence and diversity management.

HLTH-705 (or HLTH-701), and HLTH-740 (or HLTH-808 or MBA-721)

3.00

The business of delivering healthcare services generates a multitude of ethical questions which must account for a range of interests, from the interests of patients and consumers, to those of providers and staff, to those of the organization as a business, and the broader interests of community and society. This course familiarizes students with these issues and interests, and with ethical concepts and frameworks for ethical decision making. The course integrates ethics into students' development of their own leadership and change management skills and practice. The course is designed to promote intellectual growth and personal insight into one's own leadership capabilities and style, moral values and beliefs, and to develop competency both in one's personal leadership practice and in leading and managing organizational change.

3.00

Develops foundational evidence-based management skills and initiates the professional self-development work that students undertake throughout the MHA Program. This course covers applied research methods and statistical tools as it develops students' skills at identifying, collecting, analyzing and interpreting data. Students engage in hands-on data collection, statistical analysis and interpretation of results. Professional development work includes self-assessments, clarification of career aims, and connecting with resources available to healthcare management professionals.

MHA and MSBA students only. HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604).

3.00

Introduces students to concepts, analytic tools, and techniques in operations management, including project management, process documentation and analysis, process improvement tools, Lean Six Sigma methodology, queuing theory, forecasting, Theory of Constraints, and supply chain management. Students will understand patient flow and will learn to measure and compare productivity between departments and healthcare organizations, to map processes and identify improvement opportunities, and to apply quantitative methods for optimal managerial decisions. The course builds on the "Evidence-Based Healthcare Management" foundation course. Class exercises, applied concept assignments, and other learning tools enable students to understand ways to improve the effectiveness and efficiency of healthcare organizations.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the "Evidence-Based Healthcare Management" Foundation course, this course further develops students'competencies in seeking and analyzing data, and presenting findings. Analytics drives innovative solutions through its use of data science, information technology, and deep knowledge of a particular industry sector. This course focuses on applications in population health, community health, business intelligence, and behavior change. Students will have establish competency in obtaining information from multiple data sources, analyzing metrics, applying analytic tools, using systems thinking to frame and solve problems, evaluating the pros and cons of various analytics approaches, and creating solutions through the use of case narratives, use cases, and client presentations.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

The "production" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality, patient safety and patient experience. Among those trends are new ways of organizing and delivering services, new technologies, the growth of consumerism and patient-centered care, and new standards and expectations. This course builds on Foundation and Core Level 1 courses as it focuses on the complexities and processes of assuring quality performance in healthcare organizations. Among the topics covered in this course are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; and measuring and improving the patient experience.

HLTH-810 (or HLTH-831)

3.00

Builds student competencies in the improvement and assurance of the quality and safety of healthcare services. This course builds on the principles, concepts, tools, and analytic methods addressed in the pre-requisite Core II course, HLTH-810. Among the topics explored are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; measuring and improving the patient experience; mistake-proofing the design process; and principles and strategies to improve reliability. The course will provide the foundation for students to conduct a sophisticated performance improvement project by learning how to classify medical errors, establish cutting-edge concepts in leadership and teamwork, and apply reliability principles to performance improvement in complex systems.

This course was formerly ISOM-815

3.00

Introduces the importance of information as an organizational resource, role of big data in organizations, and the application of tools to provide high quality information. Students will be able to select the most appropriate data management tool (e.g., SQL vs. non-SQL databases) to business scenarios. Develops the skills needed to succeed in today's big data environment through the application of data management techniques, cases and exercises. Students will become proficient in designing databases using entity relationship modeling and normalization, in building and querying databases of various sizes with Access and SQL (an industry standard), preparing high quality data and applying data visualizing techniques. Students will complete a series of business-oriented hands-on exercises, prepare cases, and complete projects on database design and big data.

3.00

Predictive analytics make predictions about unknown future events. It is crucial for companies to ask the right questions, perform rigorous analysis, and take actions that will result in the most desirable outcomes. This course develops students' capability in applying the core concepts and techniques of predictive analytics to identify opportunity, recognize patterns, predict outcomes, and recommend optimal actions within the context of organizational decision-making. Topics include: business analytics life cycle, data pre- processing, linear and nonlinear regression, tree-based methods, model assessment and selection, and resampling methods.

3.00

Introduces business intelligence and data analytics. Business intelligence and data analytics help organizations in strategic and operational decision making by improving performance management, optimizing customer relations, monitoring business activity, and improving decision support. On a macro-level, the class will discuss business cases for the adoption of business intelligence and data analytics. We will discuss technologies and processes for gathering, storing, accessing, and analyzing data to provide users with better insights and business decisions. On a micro-level, students will use a variety of tools to build their skills in analyzing data to solve business problems. In summary, this course provides a conceptual understanding of business data resources and the development of capabilities for data preparation, warehousing, selection, description, mining, interpretation, visualization, communication, and innovation.

3.00

Introduces the basic principles, tools and technique of the Project Management Life Cycle with practical real-life examples and scenarios. The basic concepts will be studied within the framework of the Project Management Book of Knowledge (PMBOK (R)Guide) guidelines set forth by the Project Management Institute (PMI). Other project management framework will be described though not in detail. The course will attempt to help students understand the relationship between good project management and successful software management, development and implementation, and the best practices at each stage of project planning, execution, control and closure. The course will also help build skills to research, analyze and report project management case studies that illustrate the topics covered in this course. PMP(R) and (PMBOK(R)Guide) are registered marks of the Project Management Institute, Inc.