As the fastest-growing, second-largest sector of the U.S. economy, health care offers unique opportunities for service and compassionate care. The MBA in Health Care Administration is designed for practicing clinicians and health care professionals who are leaders or aspiring leaders in health care organizations. The program prepares you for leadership and management in hospitals, clinics, extended care facilities, assisted living facilities, and group practices. It includes 6 Graduate Business Core courses followed by 6 specialized courses, for a total of 36 credit hours.
While we pride ourselves on the quality of our programs and our supportive faculty, we believe you'll experience much more at MVNU—a program that focuses on the development of the individual as a whole person. The value of our program is enhanced through the outstanding customer service and personal interest we provide to help you achieve success.
Learn how to start the enrollment process for the MBA—Health Care Administration program today.
Graduate Business Core
The foundational course, Ethics, Leadership, and Faith, must be your first course, while Strategic Management must be your final course.
|Course Number||Course Name||Credit Hours|
|MAN6123||Legal Issues in Management||3|
MBA—Health Care Administration
Specific courses that must be taken for the MBA—Health Care Administration are listed below.
|Course Number||Course Name||Credit Hours|
|HCA6013||Financial Management in HCA||3|
|HCA6033||Health Services Administration||3|
|HCA6043||Legal Aspects of HCA||3|
|HCA6053||Management of HC Human Resources||3|
|HCA6063||Quality Management in HC Organizations||3|
|HCA6073||Leadership in HC Organizations||3|
Graduate Business CoreMAN6113
Ethical Leadership (3)
An examination of current theories and practices of leadership, along with an exploration of the thesis that effective and ethical leadership lies in a commitment to universal moral principles, including justice, integrity, and compassion. Challenges to this thesis are also examined.
Organizational Behavior (3)
A systematic examination of variables, psychological and sociological, that are important in the comprehension of individual motivation, the managing of groups, interpersonal relationships, and organizational effectiveness, as well as creativity and leadership within the organization.
Legal Issues in Management (3)
A course designed to give students an understanding of the legal concepts, rights, obligations and liabilities faced in the business environment. This course focuses on the arena in which commercial transactions occur and the legal issues that arise with these transactions. It is the goal of this course to prompt students to proactively consider legal issues among the decision dimensions when making a business decision.
Managerial Economics (3)
A study of the concepts of microeconomics and macroeconomics theory and policy including the concepts of demand and supply theory, resource and product markets, fiscal and monetary policy, and price theory and profit maximization.
Marketing Management (3)
An introduction to the theory and practical application of marketing principles. Special emphasis is given to developing a framework for analyzing strategic marketing situations by defining target markets and developing a marketing mix related to the market stakeholders of the organization.
Business Marketing (3)
A capstone study of how firms formulate, implement, and evaluate strategies. Students study strategic management concepts and techniques used to chart the future direction of different organizations. The major responsibility of the student is to make objective strategic decisions based on an integrated perspective of the program curriculum and to justify their decisions through oral and written communication.
MBA—Health Care AdministrationHCA6013
Financial Management in Health Care Environments (3)
An introduction to financial principles and concepts as applied to health care financial management of both for-profit and not-for-profit entities within the context of the health care environment. Basic vocabulary, processes, functions and reports are presented, including financial statements as commonly seen in health care environments. In addition, considerations for cash flow, payables and receivables, and considerations in working with various types of revenue streams are also presented.
Health Services Administration (3)
An introduction to the structure and components of the health care delivery system in the United States.
Legal Aspects of Health Care Administration (3)
A study of principles and theories of law that relate to health care delivery. Applications in law are examined, both generally and in relation to health care liability and risks facing health care administrators. Topics include the legal system in the United States, tort law, professional negligence, contracts, anti-trust issues, corporate liability, department liabilities, information systems and management, issues of consent, reporting requirements, rights of patients, malpractice insurance, labor relations, employment law, managed care, and risk reduction.
Management of Health Care Human Resources (3)
A study of key concepts, principles, and practices of human resources management for health care professionals. Special emphasis is given to conflict, stress management, legal issues, regulatory issues and other essential aspects of personnel management.
Quality Management in Health Care Organizations (3)
Special emphasis is given to measurement and improvement of quality in health care organizations. Special emphasis is given to commonly used principles and practices of quality management in health care.
Leadership in Health Care Organizations (3)
A synthesis of theories, strategies, and systems of managing and leading health care organizations. Distinctive leadership styles are studied and considerable attention is given to insights gained from real life leadership scenarios.