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UW Bothell Course Descriptions
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HSMGMT 500 Risk and Insurance Seminar (3)
Presents the principles and practices of health insurance and risk. Emphasizes health care financing arrangements in the United States, including both private and government-sponsored (public) programs. Discusses comparisons with other developed countries. HSERV 511 is strongly recommended, but not required as a prerequisite.
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 502 Evidence-Based Health Care Planning (3-4)
Applies the techniques of statistics, epidemiology, and critical evidence appraisal to the design and evaluation of population-based health care programs. It is the third course in a three-course sequence.
HSMGMT 505 Managing Health Care 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 health care administration.
HSMGMT 507 Group Dynamics and Team Leadership (2-, 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 509 Negotiation Skills (1)
Explores the literature and assesses values, knowledge, and skills associated with teamwork and the development of collaborative negotiation skills. Blends cognitive theory, behavioral learning, and project team experience into holistic learning experiences. Credit/no credit only.
HSMGMT 510 Organizational Behavior and Human Resource Management (4)
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 health care organizations. Focuses on "best practices" for managing individuals, teams, and organizations.
HSMGMT 512 Introduction to Management in Health Services (3)
Overview of managerial roles, such as supervising and motivating, approaches to organizational and environmental assessment and change, and development of systems analysis skills. For students pursuing careers in research and teaching who are likely to have management responsibilities.
HSMGMT 513 Seminar in Healthcare Finance (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 ACCTG 503 and HSMGMT 571, or the equivalent, are recommended prerequisites, but not required.
Instructor Course Description:
Douglas A Conrad
HSMGMT 514 Health Economics (3/4)
Uses economic concepts and tools to examine range of issues pertaining to health care, delivery of health care 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)
Presents an introduction to ethical issues that arise in management of health services organizations. Covers clinical and organizational ethics.
HSMGMT 523 Informatics in Health Care 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 health care applications. Discussion of successes and failures in implementing information technology focuses on gaining leadership and management knowledge that embraces informatics.
HSMGMT 543 Social and Behavioral Strategies for Improving Health (3)
Explores social dimensions of health and medical care. Learn to identify key social and cultural principles that guide appropriateness in health care. Introduced to tools used to influence social expectations and personal behavior in relation to illness, health, and demand for medical treatments.
HSMGMT 544 Capstone Project Planning (1)
Organizes teams to consult with a local healthcare organization on a specific management project. Reviews critical elements of the project planning and management process and oversee the development of a project plan. Credit/no credit only.
HSMGMT 545 Capstone Integrative Seminar (2-4)
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 and team building exercises and field projects. Prerequisite: second-year MHA students.
HSMGMT 546 Long-Term Care (3)
Learning experience for graduate students in health services administration, planning, other graduate students to increase their ability to identify and solve problems related to long-term care they confront in their employment. Students are exposed to available knowledge in the field; effective problem-solving attitudes and techniques for organizing information and/or developing strategies, and agencies in the field. Prerequisite: HSERV 511 or permission of instructor.
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. Utilized 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 health care 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 Marketing Health Services and Health Services Organizations (2)
Provides an understanding of wholesale and retail markets in the health care 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 Health Care 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 Health Care Organizations (3-4, max. 4)
Management of goals, strategy, and structure in health care 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 M.P.H. Degree program or permission of instructor; non-business majors.
HSMGMT 565 Quantitative Decision Making for Health Services Management (3)
Applications of various quantitative techniques for problem solving, monitoring, controlling, decision making in health services. Identifying problem area, communications with consultant, evaluation to the quality and applicability of analyst's work. Statistical, mathematical, operations research, industrial engineering techniques. Prerequisite: QMETH 500 or BIOST 509 or permission of instructor.
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 503, or BIOST 511; registration in Extended M.P.H. 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 health care organizations.
HSMGMT 570 Quantitative Methods (3-4)
Concentrates on fundamental concepts of statistics and their application to health care management. Approaches statistics from two different perspectives that benefit leaders in health care: that of biostatistics and evidence based medicine, and that of management statistics for process improvement.
HSMGMT 571 Health Care Financial Management (4)
Third course in a three-course sequence dealing with the management of health services institutions and programs. Topics covered are: health services law, hospital and program policy decisions, financial planning, and hospital design and architecture; and the 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 M.P.H. Degree program or permission of instructor; non-business majors.
HSMGMT 573 Seminar in Health-Care Finance (3)
Practical applications of corporate finance principles. Applies theoretical framework to health-care financial problems, including capital investment analysis, leasing vs. borrow-to-buy, debt capacity analysis, bond refunding, control of capital, joint venture. Prerequisite: either HSMGMT 514, HSMGMT 587; ECON 400, or ECON 500; ACCTG 503 (or equivalent); HSMGMT 571; or permission of instructor.
HSMGMT 574 Financial Management I (3-4)
Prepares clinical professionals for participating intelligently in, and contributing to, financial decisions of health care organizations. Learn the language and fundamental concepts of accounting and finance, and become comfortable with what is required in formal financial analysis.
HSMGMT 575 Financial Management II (4)
Second in a two part series, the emphasis of this financial management course is on preparing medical executives for managerial and leadership roles in health care organizations. Focus is on tools and analytic frameworks that health care managers use to make forward-looking decisions, including capital budgeting and risk analysis.
HSMGMT 576 Capital Planning (2)
Third in a sequence of health services financial management courses. Emphasizes preparing clinical executives for managerial and leadership n 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) faculty
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 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. The topic chosen is within the special competence of the faculty member participating in the course in the area of health services management.
HSMGMT 592 Health Management Program Seminar (1-6, max. 6)
