Detailed course offerings (Time Schedule) are available for
To see the detailed Instructor Class Description, click on the underlined instructor name following the course description.
HSMGMT 500 Risk and Insurance Seminar (2)
Presents the principles and practices of health insurance and risk. Emphasizes healthcare financing arrangements in the United States, including both private and government-sponsored (public) programs. Discusses comparisons with other developed countries. Recommended: HSERV 511.
HSMGMT 501 Epidemiology/Critical Evidence Appraisal (3-4)
Basic knowledge about methods used in epidemiology and their application to critical appraisal of clinical, epidemiological, and health administration literature for evidence-based management of healthcare organizations, improvement of delivery of health services, and for creating health policies.
HSMGMT 505 Managing Healthcare Organizations (2-4)
Introduces healthcare organizations and organizational management concepts. Develops a broad perspective by integrating conceptual, strategic, and systemic frameworks using four knowledge themes; the management role, organizational theory, management economics, and theory and practice of systemic organizational change within overall strategic management and systemic contexts.
HSMGMT 506 Introduction to Clinical Care (2)
Introduces the world of clinical care. Discovers through readings, discussion, and direct experience, the people and processes of clinical care and how they relate to healthcare administration.
HSMGMT 507 Group Dynamics and Team Leadership ([1-4]-, max. 4)
Focuses on theories and observations of team behaviors and techniques with emphasis on the individual as a team member; introduces team management/leadership models, theories, and skills. Students develop self-awareness, knowledge, and skills associated with building interpersonal relationships. Credit/no-credit only.
HSMGMT 510 Organizational Behavior and Human Resource Management (3)
Application of organizational behavior theory to explore the factors that affect behavior, performance, and job satisfaction of people working in organizations. Provides a body of knowledge and skills needed to successfully manage and lead healthcare organizations. Focuses on "best practices" for managing individuals, teams, and organizations.
HSMGMT 513 Seminar in Healthcare Finance (3-4, max. 4)
Focuses on case studies and modern theory in managerial finance relevant to health services. Students prepare group presentations and individual case study analyses of health services finance problems. Builds on accounting and finance principles. Recommended: either ACCTG 503 and HSMGMT 571 or equivalent.
Instructor Course Description: Douglas A Conrad
HSMGMT 514 Health Economics (3/4)
Uses economic concepts and tools to examine range of issues pertaining to healthcare, delivery of healthcare services. Includes demand analysis, production of health services, expenditure growth, markets for hospital and physician services, externalities. Emphasis on using economics to examine issues and solve problems. Prior economics courses not required.
HSMGMT 515 Advanced Economics - Decision Analysis (1-3, max. 3)
Develops skills to become informed consumers of economic evaluations of health programs. Develops skills necessary to conduct economic analyses of public health and health service programs.
HSMGMT 518 Ethical Issues in Health Services (2-3)
Presents an introduction to ethical issues that arise in management of health services organizations. Covers clinical and organizational ethics.
HSMGMT 523 Informatics in Healthcare Management (3)
Medical informatics concerns the representation, organization, and manipulation of biomedical information and knowledge. Exposes students to a high-level understanding of informatics and its healthcare applications. Discussion of successes and failures in implementing information technology focuses on gaining leadership and management knowledge that embraces informatics.
HSMGMT 531 Systems Modeling Frameworks for Healthcare (3)
Focuses on methodologies to support strategic decision making in a systems context, considering the material, patients, providers, information, and resource dependencies of most healthcare organizations. Includes optimization models and basic alternative evaluation methods for the applications of capacity planning, policy investigation, and design and planning decisions. Offered: W.
HSMGMT 545 Capstone Integrative Seminar ([1-4]-, max. 4)
Designed to assist students in the transition from theory to practice. Emphasis on sharpening analytical and intuitive leadership practices through the use of interactive case studies, team building exercises, and field projects. Prerequisite: second-year MHA students.
HSMGMT 550 Medical Practice Quality Measurement and Management (3)
Provides an overview of healthcare industry themes regarding cost, access, and quality. Concentrates on definition, measurement, and improvement of quality. Shows how quality measurements and specifications; the concept of value, guidelines, and pathway; and the evidence-based medicine movement interconnect. Utilizes examples of cutting edge programs to apply and promote improvement.
HSMGMT 552 Health Administration and Business Law (4)
Studies numerous interrelated legal topics pertinent to healthcare organizations, typically including contracts, medical malpractice, legal and ethical obligations to provide healthcare, privileging, medical decision-making, tax-exemption, antitrust, fraud, and health information management. Encourages discussion of how the law supports or hinders current efforts to improve healthcare delivery systems.
HSMGMT 553 Healthcare Marketing Strategy (2)
Provides an understanding of wholesale and retail markets in the healthcare sector. Examines market research and the application of marketing strategies and tactics to support an organization's core strategies. Applies the concepts of market segmentation, targeting, and positioning to decisions about design, distribution, pricing, and promotion of health services.
HSMGMT 554 Entrepreneurship (2)
Focuses on developing students' resourcefulness, know how, and decision support skills needed to critically identify, evaluate, and develop new healthcare ventures. Topics include anatomy of startup ventures; new venture creation and innovation, business plan development and assessment, financing, marketing, and growth strategies; and corporate venturing.
HSMGMT 560 Management Practice in Healthcare and Public Health Organizations (1-4, max. 4)
Introduction to leadership and management, focusing on effective strategies for creating a productive work environment. Organizational structure and strategy introduced. Case studies and other problem-solving methods, using health services applications, are utilized in order to apply theoretical material. Prerequisite: graduate student.
Instructor Course Description: Ray Michael Nicola
HSMGMT 562 Strategic Management of Healthcare Organizations (3-4, max. 4)
Management of goals, strategy, and structure in healthcare organizations. Design of external relationships and internal structures., strategy-formulation, decision-making, and change. Integration of professional, social, and organizational values. Theory, student and practitioner experience, and case studies used to enhance repertoire of management approaches and skills. Prerequisite: HSERV 511 and HSMGMT 560 or equivalent.
HSMGMT 563 Personnel Management for Health Professionals ([1-3]-, max. 3)
Designed for midcareer health services professionals developing strategies and skills in human resource management. Focuses on policy and practice issues important to handling day-to-day personnel problems-selection, promotion, performance appraisal, discipline, grievances. Prerequisite: registration in Extended MPH degree program or permission of instructor; non-business majors.
HSMGMT 566 Decision Support Models for Health Services (3)
Management science and approaches developed as applied to problems in public health. Emphasizes conceptual understanding of processes/application of systematic and rational approach to managerial problem solving, including cost-benefit, cost effectiveness analysis. Prerequisite: BIOST 502 and BIOST 503, or BIOST 511; registration in Extended MPH degree program; non-business majors.
HSMGMT 567 Clinical Systems Management (3)
Introduces the management of clinical systems and their underlying cultures. Focuses on quality improvement, change management, governance, and clinical leadership development of physician-administrator partnerships in complex medical care settings.
HSMGMT 568 Quality Process Management (3-4)
Provides a thorough understanding of the main concepts of operations management with a focus on total quality management techniques, along with key integrative frameworks that provide the foundation for successful applications of these approaches, as applied to healthcare organizations.
HSMGMT 570 Quantitative Methods (3-4)
Concentrates on fundamental concepts of statistics and their application to healthcare management. Approaches statistics from two different perspectives that benefit leaders in healthcare: that of biostatistics and evidence based medicine, and that of management statistics for process improvement.
HSMGMT 571 Healthcare Financial Management (4)
Third course in a three-course sequence dealing with health services financial management. Topics covered: health services law, hospital and program policy decisions, financial planning, and hospital design and architecture; and presentation of hospital survey and health services research project reports. Prerequisite: HSERV 511 and ACCTG 500 or ACCTG 501 or permission of instructor.
HSMGMT 572 Financial Management for Health Professionals (3)
Intensive review of basic accounting principles/terminology and an introduction to financial management/managerial accounting, including budgeting for managerial control, planning, cost accounting, financing health programs. Managerial accounting, program costing, rate setting, budget preparation. Prerequisite: BIOST 502 and BIOST 503, or BIOST 511; registration in Extended MPH degree program or permission of instructor; non-business majors.
HSMGMT 574 Financial Management I (3-4)
Prepares clinical professionals for participating intelligently in, and contributing to, financial decisions of healthcare organizations. Learn the language and fundamental concepts of accounting and finance, and become comfortable with what is required in formal financial analysis.
HSMGMT 576 Capital Planning (2)
Emphasizes preparing clinical executives for managerial and leadership in healthcare organizations. Key concepts include capital cycle, creditworthiness, financial planning, cost of capital, capital structure, and capital allocation.
HSMGMT 577 Environment of Care (2)
Addresses the basic issues of the "environment of care." Explores the physical environments in which care is provided to patients, JCAHO standards provide the core structure. Uses real world experiences and examples.
HSMGMT 578 Project Management (2)
Introduces need for, concepts of, and tools and techniques used in contemporary project management. Builds upon prior courses and experience in leadership, management, planning, and team development. Focuses on difference between management of ongoing operations and of projects, and the need for a disciplined approach when planning and executing projects.
HSMGMT 579 Accounting for Health Service Managers (3)
Emphasis on preparing graduate students for management and leadership roles in their healthcare organizations. Covers financial accounting including the accounting equation, journal entries, and processes of accounting.
HSMGMT 590 Select Topics (1-6, max. 12)
By arrangement, students and faculty members develop a program of reading and conference appropriate to the selected topic. Topic chosen is within the special competence of the participating faculty member, in the area of health services management.
HSMGMT 592 Health Management Program Seminar (1-6, max. 6)