MSM-HCA Curriculum

During the programís 36 credit hours, you will learn to balance multiple roles, communicate effectively, and achieve positive change. Classes are held one night per week, books are delivered, and sites are conveniently located. Each class provides three credit hours and meets for six weeks, for a program completion of 21 months.

Semester 1Credits (12)Weeks (24)
MANG6113Foundations of Executive Management36
MANG6023Organizational Behavior36
MANG6033The Administration of Health Care Services36
MANG6003Marketing for Health Care Organizations36
Semester 2Credits (12)Weeks (24)
HCAD6003Ethics in Health Care Administration36
HCAD6013Financial Management in Health Care Administration36
HCAD6023Information Management in Health Care Administration36
HCAD6053Management of Health Care Human Resources36
Semester 3Credits (12)Weeks (24)
HCAD6043Legal Aspects of Health Care Administration36
HCAD6063Quality Management in Health Care Organizations36
HCAD6073Leadership in Health Care Organizations36
MANG6043Strategic Planning for Health Care Administration36

Course descriptions:

Foundations of Executive Management (3)

A study of management strategies, techniques, and their application to the development of improved managerial effectiveness. The administration of an organization will be analyzed, with emphasis on planning methods, organizing techniques, motivating factors, and controlling procedures.

Organizational Behavior (3)

An examination of the dynamics of human behavior, specifically in health care organizations. Special emphasis is given to teams, leadership skills, and decision making as they relate to organizational behavior and the welfare of patients, health care professionals, and facilities.

The Administration of Health Care Services (3)

A study of the structure and components of the health care delivery system in the United States. Special emphasis is given to developing career goals, increasing knowledge of health care administration, and making effective decisions.

Marketing for Health Care Organizations (3)

The application of marketing concepts and principles for health care facilities and health care providers (hospitals). Emphasis is placed on understanding and applying classic marketing principles, the role of marketing and market planning, segmentation, positioning, pricing, and promotion decisions.

Ethics in Health Care Administration (3)

An examination of ethical principles applicable to the most current, pressing issues in the delivery of health care services. Special emphasis is given to how managers and administrators apply principles of ethical consideration in decisions and actions.

Financial Management in Health Care Administration (3)

Analysis of the financial management of health care organizations, addressing financial characteristics that are unique to health care. Exploration of financial analysis tools and health care management decision making. Special emphasis is given to challenges of administrators, such as identification of costs and preferred provider payment systems.

Information Management in Health Care Administration (3)

An analysis of information systems in health care administration with respect to their composition, role, and development within the health care environment. Special emphasis is given to the effective implementation of health care information systems, as well as current issues and trends facing information systems.

Management of Health Care Human Resources (3)

A study of key concepts, principles, and practices of human resources management for the health care professional. Special emphasis is given to everyday issues in medical departments, conflict, stress management, legal and regulatory compliance, and other aspects of personnel management.

Legal Aspects of Health Care Administration (3)

A focus on principles of law that relate to health care delivery. Applications in law are examined in relation to health care liability and risks that face administrators. Topics include contracts, anti-trust issues, corporate liability, issues of consent, patient rights, labor relations, employment law, and risk reduction.

Quality Management in Health Care Organizations (3)

Analysis of the measurement and improvement of quality in health care organizations. Special emphasis is given to the pressures on health care providers (hospitals) to decrease costs while increasing quality.

Leadership in Health Care Organizations (3)

Examination of the key trends and changes in the current and emerging health care industry and the challenges posed to health care leaders. Discussions include health care policy and reform initiatives, as well as governance, financial strategies, technological advances, physician relations, and community relations.

Strategic Planning for Health Care Administrators (3)

Development of skills necessary for the management of health care organizations from a strategic perspective. Special emphasis is given to the use of systematic assessment of the environment and the organization, as well as the development and implementation of business strategies to meet the needs of stakeholders.

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