Sample MBA Schedule

Semester Course Credit Hours
Fall Year 1
Executive Education course. This course is the study of human behavior in healthcare organizations. It emphasizes theoretical concepts and practical methods for understanding, analyzing, and predicting individual, group, and healthcare organizational behavior. Topics include work motivation, group dynamics, decision-making, conflict and negotiation, leadership, power, and organizational culture.
3
 
Executive Education course. Special Topics in Healthcare Leadership is a combination of lectures, readings, group discussions, and individual study. This course is designed to meet students’ individualized interests within the domain of contemporary Organizational Behavior and Development in a healthcare context. Academic scholars from around the globe present their thinking on current topics in this field, and these will be discussed both in class and through written and presentation assignments. In addition to students’ interests, selected readings and lectures that present current thinking, approaches, and practices relevant to healthcare organizations will be discussed.
3
 
Executive Education course. Students will explore the role of financial accounting information in the economy and how accounting information found in financial statements and annual reports is used in decision-making by investors, analysts, creditors and managers.
3
Spring Year 1
This course is an introduction to statistical and probabilistic methods and theory applicable to situations faced by healthcare managers.
3
 
Executive Education course. Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning.
3
 
Executive Education course. This course presents a detailed study of how managerial accounting information supports the operational and strategic needs of the enterprise and how managers use accounting information for decision-making, learning, planning and controlling activities within organizations.
2
Summer Year 1
Executive Education course. Understand the role of information technology and systems in today’s healthcare environment. Topics include strategic role of information, digital transformation, information for decision-making, managing information resources, cloud computing, cybersecurity, business analytics for managerial decision-making, and current information systems/technology issues.
3
 
Executive Education course. This course explores Transformational Leadership as it relates to workforce dynamics and practices. Students will investigate the history of this theory, including the variety of approaches to Transformational Leadership as well as salient cultural, gender and business forces influencing its development over time. Course assignments include the applicability of Transformational Leadership to challenges inherent in both present and future workplaces. Case studies in Transformational Leadership will integrate theory with practice. Academic literature will be reviewed introducing relevant issues surrounding the application of this model in a variety of settings and students will understand how this approach is applicable to their particular workplace challenges, especially in healthcare.
3
Fall Year 2
Executive Education course. Theories and techniques of leadership which emphasize the complementary roles of management and leadership in organizations. This course involves the study of leadership theories and approaches from antiquity to the present time. Leaders or aspiring leaders in the healthcare industry will be especially interested in the science underlying the approaches discussed. It includes information concerning the development of these approaches as well as critical analyses. The course will address emotional intelligence, leadership styles, communications and leadership practices generally, focusing specifically on how leaders turn challenging opportunities into successes and get extraordinary things done in organizations. Self-assessment exercises will focus on the development of individual leadership skills.
3
 
Executive Education course. Theoretical and procedural considerations in the administration of the finance function in the individual business firm; planning, fundraising, controlling of firm finances; and working capital management, capital budgeting and cost of capital.
3
 
Operations Management integrates all of the activities and processes that are necessary to provide products and services. This course overviews methods and models that help managers make better operating decisions over time. How these methods will allow firms to operate both manufacturing and service facilities in order to compete in a global environment will also be discussed.
3
Spring Year 2
Executive Education course. This course develops leaders and healthcare managers in the cutting-edge science and research around decision-making in both a healthcare and business setting. Students are exposed to the Normative and Behavioral models of decision-making. From these models, a thorough examination of the five methods of decision-making are covered, including Solo, Inform, Discuss, Recommend, and Consensus. Additionally, measuring constructs are examined that evaluate decision effectiveness quantitatively and qualitatively. These constructs include role clarity, quality, speed, yield, effort, and economic performance correlations. Specific learning is done on the D.E.C.I.D.E model for decision-making in healthcare. This course provides a broad educational foundation in decision sciences as well as developing the Leader's ability to select appropriate decision models and methods to maximize his or her overall leadership effectiveness.
3
 
Business Economics (3 semester credit hours). Foundations of the economic analysis of business problems, with special emphasis on the operation of markets and the macroeconomy.
3
 
Executive Education course. Explores the complexity of the healthcare environment from a systems perspective and the role of leadership in creating the vision for sustainable competitive advantage. The primary learning outcome is understanding of the requisite leadership mindsets and competencies to develop, execute and lead strategy in healthcare organizations. Topics include strategic alignment, interprofessional teams, collaborative leadership and the role of organizational culture in strategic transformation.
3
Summer Year 2
Executive Education course. This course focuses on understanding national culture and cultural issues in international business. It emphasizes the importance of managing cultural differences to enhance communication, negotiation, leadership, and group dynamics in an international work environment. Further, the course describes methods to develop effective selection and training programs for international assignments.
3
 
Executive Education course. Conflict is an endemic part of human existence. This course examines the leading theories of conflict and conflict management strategies. The relationship between personality and conflict styles will also be addressed. Practical, theoretical and critical analyses of conflict in variety of contexts, including organizations, families, and interpersonal relationships, are studied.
3
Fall Year 3
Executive Education course. Exploration of the manner in which advances in the neurosciences inform organizational interventions in the area of leadership. This course will explore basic neural structures and functions and how these are activated within interactions between leaders and their teams as indicated by research conducted by physicians and neuroscientists. Of particular importance will be the relevance to workplace dynamics, particularly how the research can be translated into leadership practices that can augment productivity and engagement as well as research exploring which practices can derail organizations.
3
 
Executive Education course. Explores the foundations and role of organizational development in all types of organizations including healthcare. Topics include: emergence and development of the field and its role in 21st-century organizations; major macro-level organizational concepts such as organizational strategy, structure, culture, innovation, and globalization; and the role of organizational development in change management, intervention strategies and group process in healthcare settings.
3
Total Credits   53

 

TUITION: The total tuition cost for the MBA degree is $49,290. There is a nonrefundable application fee of $250. The cost of tuition is $930 per credit hour. Tuition does not cover the cost of required textbooks or other related course materials (case studies, assessments, coursepacks, etc).