Course Information

 

for Healthcare Administration Department


Principles of Accounting I (ACCT220)

Credits:3

ACCT220 is the first course of the two-sequence introductory accounting courses. This course introduces students to the basic principles of financial accounting prepared in accordance with generally accepted accounting principles (GAAP). Topics include forms of business organizations; theory debits and credits; transaction analysis and financial statement preparation including multistep income statement and classified balance sheet; inventory reporting and analysis; fraud and internal control; reporting and analyzing receivables; reporting and analyzing long-lived assets; and reporting and analyzing liabilities. (Fall, Summer).

Principles of Accounting II (ACCT221)

Credits:3

ACCT221 is the second course of the two-sequence introductory accounting courses. This course completes the financial accounting topics started in the first course (Acct 220) and continues with managerial accounting concepts, analysis and techniques. Topics include: reporting and analysis, of stockholders’ equity; preparation and analysis of the cash flow statement; computation, analysis and interpretation of various financial ratios; managerial accounting concepts and terminologies; cost-volume-profit analysis; incremental analysis; budgetary planning and preparation; budgetary control and responsibility accounting; standard costing, cost variance analysis and interpretations; and planning for capital investments. (Fall, Spring).

Managerial Accounting for Healthcare (ACCT520)

Credits:3

This course introduces a business-management approach to the development and use of accounting information, focusing on internal reporting, planning operations, policy formation, and decision-making in healthcare organizations. Topics include: cost classification, cost behavior, C-V-P analysis, cost allocation, analysis for tactical decision-making, cash and operating budgets, capital budgeting, performance measurements and evaluation, including variance analysis and responsibility accounting.

Advanced Managerial Accounting (ACCT530)

Credits:3

This course builds on a business-management approach to the development and use of accounting information, focusing on internal reporting, planning operations, policy formation, and decision-making in healthcare organizations. Topics include: cost classification, cost behavior, C-V-P analysis, cost allocation, analysis for tactical decision-making, cash and operating budgets, capital budgeting, performance measurements and evaluation, including variance analysis and responsibility accounting.

Principles of Macroeconomics (ECON250)

Credits:3

This course is a study of economics as it affects the national interest. Topics include total employment, output and income, inflation and recession, and the variables that influence these conditions. (Fall, Spring)

Principles of Microeconomics (ECON260)

Credits:3

This course is a study of the decisions people make in the production, distribution, and consumption of goods and services. Topics include supply and demand, individuals and markets, market structures, and the economics of public policy. (Summer)

Economics of Healthcare (ECON550)

Credits:3

This course bridges the gap between traditional economics and business decision-making by demonstrating how basic economic concepts, principles, and theories can be used to illuminate various healthcare issues. Students evaluate a theoretical or empirical argument relating to healthcare by conducting an in-depth analysis of the structure, conduct, and performance of the markets for physician, hospital, pharmaceutical and long-term care services. The course will include demand theory and estimation, production theory, cost analysis, market structure, pricing policies, and business investment decisions.

Advanced Economics of Healthcare (ECON560)

Credits:3

This course bridges the gap between traditional economics and business decision-making by demonstrating how economic concepts, principles, and theories can be used to illuminate various healthcare issues. Students evaluate a theoretical or empirical argument relating to healthcare by conducting an in-depth analysis of the structure, conduct, and performance of the markets for physician, hospital, pharmaceutical and long-term care services. The course will include demand theory and estimation, production theory, cost analysis, market structure, pricing policies, and business investment decisions. Uses economic concepts and tools to examine a range of issues pertaining to healthcare and the delivery of healthcare services. Includes demand analysis, production of health services, expenditure growth, markets for hospital and physician services and externalities. Emphasis on using economics to examine issues and solve problems at an executive level.

Principles of Finance (FNCE321)

Credits:3

This course is a study of business finance. Topics include financial planning, forecasting, analysis of loans and investment practices, capital budgeting and risk assessment, short-term and long-term financial management, and international finance. (Summer)

Components of Healthcare Financial Management (FNCE388)

Credits:3

This course explores the concepts of managerial accounting, including an understanding of the accounting cycle and the presentation and interpretation of financial statements. (Fall, Spring, Summer)

Healthcare Financial Management (FNCE521)

Credits:3

This course is an introduction to financial management with emphasis in healthcare organizations, healthcare payment systems, financing and investment decisions, financial planning, analysis, and control. Students will use a variety of analytical procedures to assess the financial condition and performance in healthcare organizations. Topics include: third-party payer system; time value of money; financial risk management and required return; debt, equity, and lease financing; cost of capital and capital structure; capital budgeting and risk analysis; financial condition analysis and forecasting; working capital management, capitation, risk sharing, pay for performance, and consumer-directed health plans.

Advanced Managerial Finance (FNCE531)

Credits:3

This course builds on a financial management with emphasis in healthcare organizations, healthcare payment systems, financing and investment decisions, financial planning, analysis, and control. Students will use a variety of analytical procedures to assess the financial condition and performance in healthcare organizations. Topics include: third-party payer system; time value of money; financial risk management and required return; debt, equity, and lease financing; cost of capital and capital structure; capital budgeting and risk analysis; financial condition analysis and forecasting; working capital management, capitation, risk sharing, pay for performance, and consumer-directed health plans.

Healthcare Finance (FNCE533)

Credits:3

This course introduces healthcare providers in leadership roles to essential concepts in finance. This includes content regarding the business of practice management, such as reimbursement methodologies and payment policies. Additionally, it addresses concepts of responsibility of leadership related to finance. Topics include: qualitative assessment and healthcare financial management, effect of financial management on the changing face of healthcare, tax status of healthcare organizations, third-party payer system, Medicare and Medicaid, determining product costs, reimbursement methodologies, managing working capital, managing revenue cycle, managing materials, operating budgets, capital budgets, and financial analysis.

Leadership and Organizational Behavior (HTCA354)

Credits:3

This course is an exploration of the nature of individual and group behavior as it relates to the workplace. Attention will be given to motivation, performance, and morale, as well as the supervision and leadership of employees. (Fall, Spring, Summer)

Patient Care Management (HTCA470)

Credits:3

This course provides an overview on how to operate and manage a healthcare organization with the purpose of improving operational efficiencies and the quality of patient care. Students will become familiar with managing different types of health care organizations. Students will learn management techniques that impact quality of care, understand the role of governance and issues in managing ancillary services.

Healthcare Management and Operations (HTCA475)

Credits:3

Human Resources Management (HTCA480)

Credits:3

This course examines the role of the human resource professional as a strategic partner in managing organizations. Key functions such as recruitment, selection, development, appraisal, retention, compensation, and labor relations are examined. Implications of legal and global environments are appraised and current issues such as diversity training, sexual harassment policies, and rising benefit costs are analyzed.

Healthcare Strategic Planning and Decision Making (HTCA485)

Credits:3

This course focuses on strategic planning for healthcare organizations. Students will learn to gauge their organization’s readiness; how to develop strategies that align with their organization’s core values; and how to involve stakeholders in the planning process. Students will also learn how to collect and analyze data to identify areas in need of improvement.

Information Systems Management (HTCA490)

Credits:3

This course provides an overview of the healthcare information systems industry, its history, recent developments and continuing challenges, and a practical understanding of healthcare information systems acquisition and implementation.

Internship (HTCA495)

Credits:6

Students learn to apply concepts and theories of management as they work full-time under the direct supervision of a practitioner. To initiate the contractual arrangements for the course and select the area of emphasis for the internship, a student must meet with an advisor and the appropriate faculty at least three months before the internship is scheduled to begin. Spring

Information Systems Management for Healthcare (HTCA503)

Credits:3

This course provides the student with a basic background in the terminology, technology, electronic health record, security, accountability for care, and application of Information Systems in a healthcare setting. Meaningful case studies are considered to help take aim at today's challenges while laying the groundwork for the changes ahead.

Information Systems and Healthcare Informatics (HTCA513)

Credits:3

This course provides the student with a conceptual framework for data base development, relational data management, use of health statistics, health indicators, confidentiality, security and privacy in a healthcare setting. Meaningful case studies are considered to help take aim at today’s challenges while laying the groundwork for the changes ahead.

Ethical and Legal Issues in Healthcare (HTCA543)

Credits:3

This course will expose students to the principles of business ethics as well as understanding clinical ethical dilemmas. In the process of reviewing these general principles, students will consider and develop their own prioritized values that would apply to their anticipated work in healthcare organizations. Special emphasis will be placed on the administrator's ethical and social responsibility in deciding how to allocate resources and deal with conflicting interests. Governance structures and audit systems will be addressed as well as ethical frameworks for decision-making. The course considers the legal obligation and responsibilities of healthcare organizations in administration. Elements of corporation, agency, administrative, and common law are covered. In addition, voluntary and government regulations of the healthcare industry are discussed. This course critically examines the major social, political, and economic forces impacting business organizations.

Population Health Management (HTCA545)

Credits:3

This course will provide students with training in the measurement, analysis, method, language, models, and concepts of population health. The course clarifies how an understanding of determinants of health can influence public policy, planning, and research to promote a healthier society with greater health equity. By the end of the course, students will understand the relationship between health care and individual and population health, and be able to combine that knowledge with critical thinking to identify, evaluate, and address issues in health care and population health, collaboratively. Students will be able to apply statistical and epidemiological methods to clinical and managerial decision making and to interpreting and appraising the literature on health care delivery. They will be able to analyze the forces, explicit (e.g. legal, financial) and implicit (e.g. historical, cultural), that influence individual and population health and the health care delivery. Students will evaluate the structure and function of front line systems in healthcare and apply principles and practices that improve processes, outcomes, and value.

Leadership and Organizational Behavior (HTCA554)

Credits:3

This course explores the various leadership theories. The course focuses on leadership's role and responsibilities in the maintenance and improvement of productivity, quality, and the competitive position of the enterprise. Critical issues such as employee motivation, interpersonal perception, communication, accommodation of the individual to the organization, individual career development, organizational impact on individual and group work behavior through design of work, and methods of evaluation and rewarding work effectiveness are explored. Students will assess their personal leadership styles. The areas of individual behavior, informal and formal organizational structure, and group dynamics will be related to leadership style and effectiveness in managing change. Students will also critically examine and learn conflict resolution skills.

Strategic Leadership in Healthcare (HTCA564)

Credits:3

The course examines various leadership skills, including conflict resolution and negotiations, to improve the competitive position of the enterprise. Students will assess their personal leadership styles and explore the impact these leadership styles have on organizational outcomes. The student will engage in the design thinking process while working in groups to generate innovative ideas and manage change. Student’s evaluate the business environment, and formulate and assess competing strategies.

Human Resources Management (HTCA585)

Credits:3

This course examines the role of the human resource professional as a strategic partner in managing today's organizations. Key functions, such as recruitment, selection, development, appraisal, retention, compensation, and labor relations, are examined. Implications of legal and global environments are appraised, and current issues, such as diversity training, sexual harassment policies, and rising benefit costs, are analyzed. The best practices of employers of choice are considered.

Health Insurance, Managed Care and Reimbursement (HTCA605)

Credits:3

This course looks in detail at the societal and managerial issues precipitated by how the U.S. healthcare system is financed. The course considers types of managed care arrangements, the impact of managed care on service provision, risk arrangements, capitation, and the changing relationships between patients, payers, providers, and employers. This course is designed to explore in-depth the predominant provider payment systems in the United States. The structure and function of employer-based insurance, Medicare, and Medicaid will be studied. An introduction of the basic structure, pricing, and management of financial risks by private health insurance plans and the estimation of future expenditures for public health insurance programs will be explored. The course also examines the operation of health insurance plans from both the buyer and the insurer perspectives; how health plans employ actuarial estimates to project the cost of their benefit package and determine the premiums they will charge; and methodology as it pertains to the projection of costs in public health insurance programs.

Healthcare Systems and Operations Management (HTCA613)

Credits:3

This course introduces students to the U.S. healthcare system, both public and private sectors, and examines the structure of the health system, current topics in healthcare reform, the policy process, and advocacy for public health. The course will develop a general managerial perspective on the role of operations management in the function of a healthcare organization, at both the tactical and strategic levels. It will offer a broad survey of concepts and techniques in managing operations, with particular emphasis on a number of major operations management issues that can significantly affect the competitive position of a healthcare organization. Topics include process analysis, information technology, operations strategy, supply chain management, and forecasting.

Healthcare Systems and Governance (HTCA623)

Credits:3

This course reviews the U.S. healthcare system, both public and private sectors, and examines the structure of the health system. The course will develop a general managerial perspective on the role of operations management in the function of a healthcare organization at both the tactical and strategic levels, how their services are carried out, how resources are managed, and how regulatory powers are complied with and/or managed.

Quality Management and Patient Safety (HTCA630)

Credits:3

This course presents the basic principles and tools associated with quality management. The topics include the definition of quality and its function in health services, strategic quality planning, quality tools, customer voice, market voice, and statistical quality control. The class focuses on the specific domains of healthcare quality and patient safety. It introduces students to relevant theory, content, tools, and methods in the field of patient safety. Students will be introduced to patient safety problems and high risk contexts for error occurrence. Students will learn error theory and systems thinking, as well as methods for risk assessment and patient safety improvement. Students will be challenged to consider the roles of varied healthcare stakeholders in building a safer healthcare system.

Ethical Issues and Public Policy (HTCA633)

Credits:3

This course will expose students to the principles of business ethics as well as understanding ethical dilemmas. In the process of reviewing these general principles, students will consider and develop their own prioritized value that would apply to their anticipated work in healthcare organizations. Students will also learn about the legislative, regulatory, and policy issues related to the management and provision of healthcare. Students will explore in depth issues such as cost and value in healthcare, and modes of financing within various healthcare systems. Moreover, students will learn the element of corporation, agency, and administrative law that influence the healthcare industry. This course will help students gain a better understanding of the sociopolitical forces that impact the formation, adaptation, regulation, and maintain of healthcare.

Quality Management and Patient Safety (HTCA635)

Credits:3

This course presents principles and tools associated with quality management. The topics include the definition of quality and its function in health services; strategic quality planning; quality tools; customer voice; market voice; and statistical quality control. The class focuses on th specific domains of healthcare quality and patient safety. It introduces students to relevant theory; content; tools; and methods in the field of patient safety. Students will enhance their knowledge of patient safety problems and high-risk contexts for error occurrence. Students will learn error theory and systems thinking, as well as methods for risk assessment and patient safety improvement. Students will be challenged to consider the roles of varied healthcare stakeholders in building a safer healthcare system.

Managerial Epidemiology (HTCA640)

Credits:3

This course addresses the integration of epidemiology into strategic planning and managerial decision-making in health service organizations. Epidemiological principles and tools of investigation from a managerial perspective are addressed. Course work includes environmental analysis of health behaviors and lifestyle that impact demand on healthcare delivery systems. Students will evaluate models for integration of health services, preventive programs, demand management, and continuity of care policy issues.

Strategy I (HTCA641)

Credits:3

This course will introduce students to ways in which organizations use strategic management theories and processes to impact key organizational systems, processes and technologies to improve overall health outcomes. The course enhances decision-making and strategic management skills by providing students the opportunity to analyze the effects of various decision-making strategies on organizational outcomes. Students will discover unique perspectives and gain knowledge of how the healthcare industry moves to a culture of strategy and innovation.

Strategy II (HTCA642)

Credits:3

This course will challenge students to examine the strategic development process and how to embed innovation to strengthen organizational capacity and market presence. Moreover, by developing a conscious, disciplined focus on the sources of innovation, opportunities to change perception, and how disruption stimulates the healthcare system, future healthcare leaders can drive strategy. Students will learn the value of using strategy and innovation to create organization change and growth. Additionally, this course provides knowledge and perspectives to scan, monitor, and analyze industries and markets for signs of strategic shift. Examples of strategy formulation and implementation (communicating the strategy) are emphasized.

Ethical and Legal Issues in Healthcare (HTCA643)

Credits:3

This course will be a comprehensive examination of principles in business ethics as well as understanding clinical ethical dilemmas. In the process of reviewing these general principles, students will consider and develop their own prioritized values that apply to work in healthcare organizations. Special emphasis will be placed on the administrator’s ethical and social responsibility in deciding how to allocate resources and deal with conflicting interests. Governance structures and audit systems will be addressed as well as ethical frameworks for decision-making. The course considers the legal obligation and responsibilities of healthcare organizations in administration. Elements of corporation, agency, administrative, and common law are covered. In addition, voluntary and government regulations of the healthcare industry are discussed. This course critically examines the major social, political, and economic forces impacting business organizations.

Innovation I (HTCA650)

Credits:3

This course will introduce the definitions and concepts that include the innovation process, design thinking, intrapreneurship, entrepreneurship, process improvement, and the market factors that impact the healthcare innovation process. Students will use design thinking and processes to identify needs of the healthcare industry and move beyond theory to developing prototypes.

Innovation II (HTCA651)

Credits:3

This course will explore the models and cycles of innovation and how innovation works in organizations. Exploration of how to embed innovation in the organizational strategy and ways to innovate across the organization to create sustainable value. Key innovation concepts include: creating ways to innovate across the organization; methods to prepare for a disruptive society; and using stories to fuel innovation. Additionally, students will learn ways to increase the capacity of leaders for strategic innovation and create space for innovation to occur within the organization.

Healthcare Policy and Politics (HTCA653)

Credits:3

This course focuses on varied roles in healthcare organizational systems. Issues covered include social, political, economic, legal, ethical, cultural, leadership, marketing, organizational, and evaluation. The healthcare providers' role in policy influence, development and implementation is also explored.

Global Healthcare Policy and Politics (HTCA663)

Credits:3

This course’s objective is to engage students in weighing both the policy and political tradeoffs raised by health reform, while examining the formulation and implementation of health policy globally. Emphasis is on the application of analytical contributions from health economics, scientific inquiry and research, and other policy-related disciplines to current issues in healthcare delivery, organization, and financing. Students compare and contrast U.S. healthcare policies to those of other nations and explore the potential applications of importing and exporting these practices to demonstrate how political, economic, social, and cultural determinants have shaped teh evolution of current national , regional, and local healthcare policies.

Strategic Planning and Management (HTCA680)

Credits:3

This course applies the knowledge and techniques learned in earlier courses in an integrated fashion to the process of strategic decision-making and organizational change. The course develops the analytical and financial skills to gain competitive advantage in a dynamic business climate. Students learn how to evaluate the business environment, assess an organization's strengths and capabilities, and decide between competing strategies. Topics considered will be the relationship of organizations to their environments, the hierarchy of organizational objectives, structured as well as informal approaches to strategic planning, the integration of business functions, organizational structure, and evaluation.

Executive Strategic Planning and Management (HTCA685)

Credits:3

This course applies the knowledge and techniques learned in earlier courses in an integrated fashion to the process of strategic decision-making and organizational change. The course develops the analytical and financial skills to gain competitive advantage in a dynamic business climate. Students learn how to evaluate the business environment, assess an organization’s strengths and capabilities, decide between competing strategies, understand asssessment, strategy formulation, and implementation and control.

Healthcare Administration Capstone (HTCA690)

Credits:3

This course is designed to assimilate and integrate knowledge and skills from previous coursework and field experiences. The class focuses on the key issues impacting the administration of today’s healthcare organizations and explores how those issues impact the delivery of care.

Healthcare Administration Capstone (HTCA691)

Credits:1

This course is designed to assimilate and integrate knowledge and skills from previous coursework and field experiences. The class focuses on the key issues impacting the administration of today’s healthcare organizations and explores how those issues impact the delivery of care.

Healthcare Administration Capstone (HTCA691(2))

Credits:2

This course is designed to assimilate and integrate knowledge and skills from previous coursework and field experiences. The class focuses on the key issues impacting the administration of today’s healthcare organizations and explores how those issues impact the delivery of care.

Healthcare Administration Capstone (HTCA691(3))

Credits:3

This course is designed to assimilate and integrate knowledge and skills from previous coursework and field experiences. The class focuses on the key issues impacting the administration of today’s healthcare organizations and explores how those issues impact the delivery of care.

Residency (HTCA695)

Credits:3

This course is designed for those who are currently in a field other than healthcare or do not have a minimum of two years’ work experience in healthcare administration. Students learn to apply concepts and theories of management under the direct supervision of a practitioner as well as a faculty member. To initiate the contractual arrangements for the course, a student must meet with an MHA advisor and the appropriate faculty during the semester preceding enrollment.

Residency (HTCA696)

Credits:1

This course is designed for those who are currently in a field other than healthcare or do not have a minimum of two years’ work experience in healthcare administration. Students learn to apply concepts and theories of management under the direct supervision of a practitioner as well as a faculty member. To initiate the contractual arrangements for the course, a student must meet with an MHA advisor and the appropriate faculty during the semester preceding enrollment.

Residency (HTCA696(2))

Credits:2

This course is designed for those who are currently in a field other than healthcare or do not have a minimum of two years’ work experience in healthcare administration. Students learn to apply concepts and theories of management under the direct supervision of a practitioner as well as a faculty member. To initiate the contractual arrangements for the course, a student must meet with an MHA advisor and the appropriate faculty during the semester preceding enrollment.

Residency (HTCA696(3))

Credits:3

This course is designed for those who are currently in a field other than healthcare or do not have a minimum of two years’ work experience in healthcare administration. Students learn to apply concepts and theories of management under the direct supervision of a practitioner as well as a faculty member. To initiate the contractual arrangements for the course, a student must meet with an MHA advisor and the appropriate faculty during the semester preceding enrollment.

Thesis (HTCA699)

Credits:3

Legal Aspects of Health Care (HTSC343)

Credits:3

This course is an introduction to general law and its interpretation, including various aspects of personnel law, contract law, and those laws regulating the relationship of for-profit and not-for-profit organizations with governmental and non-governmental agencies. (Fall, Spring)

U.S. Healthcare System (HTSC360)

Credits:3

This course is an overview of the organization, delivery, and financing of health services in the United States. Topics include healthcare facilities, the role of health professionals, financing of health services, managed care operations, and current health policy issues. (Spring, Summer)

Internship (HTSC495)

Credits:6

Marketing and Healthcare (MKTG385)

Credits:3

This course is a study of the nature and function of marketing within the healthcare setting. Topics include strategic planning, competitive analysis, conservative behavior, marketing communication, and public relations. (Fall, Spring, Summer)

Marketing and Social Media (MKTG420)

Credits:3

This course takes an in-depth look at social networks, social media platforms and online advertising to offer students an advantage in many positions involving marketing, consulting and brand management both on the buyer and seller side of social media.

Marketing and Planning in Healthcare (MKTG520)

Credits:3

This course introduces students to marketing concepts in healthcare through discussions of marketing strategy, positioning and branding, program/service development, and pricing, as well as distribution and promotion. Students will learn how to conduct a situational analysis, understand the market and consumer behavior, and assess an organization's capabilities.