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MSHCM Course Descriptions

HCM-500: 21st Century Health Care Systems (3 credits)
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This course presents the foundation principles and dynamics of health care management, the healthcare system, and basic concepts and skills in administration. The institutional, social, and political forces in the field of healthcare are analyzed and topics include fundamentals of management in modern healthcare. This course is an overview of the healthcare stakeholders in a variety of settings as well as key health and medical terms. They will examine the historical development of the U.S. healthcare system and current trends in modern healthcare delivery.
HCM-501: Organization of the Healthcare Value Chain (3 credits)
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Students identify and describe components of the system, including patients, healthcare professionals, public and private third-party payers, regulators, reimbursement methods, and information technology. The roles of patients, physicians, hospitals, insurers, and pharmaceutical companies will be established. The interaction between the government and these different groups are covered using the most contemporary healthcare legislation as the backdrop.
HCL-704: Healthcare Law (3 credits)
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Health Care Law examines the various legal, regulatory and ethical issues that most frequently arise in health care and that affect both health care organizations and health care providers. This course will address what role the law plays in: (i) promoting the quality of health care; (ii) organizing the delivery of health care; (iii) assuring adequate control of the cost of health care; promoting access to necessary health care, and (v) protecting the human rights of those who are provided care within the health care system.

Advisory: Offered during September, January and May terms only.
HCM-502: Health Care Administrator Leadership (3 credits)
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This course explores how healthcare organizations can create sustainable competitive advantage in a volatile, reimbursement driven industry. Topics include external and internal environmental analysis, strategy formulation, organizational design and control, and the impact of mergers and alliances on industry performance. Healthcare Administrator Leadership explores the theories, processes, and practical techniques of negotiation so that students can successfully negotiate and resolve disputes in a variety of situations including interpersonal and group settings. Emphasis is placed on understanding influence and conflict resolution strategies; identifying interests, issues, and positions of the parties involved; analyzing co-negotiators, their negotiation styles, and the negotiation situations; and managing the dynamics associated with most negotiations.
HCM-503: Quality Management and Performance (3 credits)
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This course will focus on the methods used by managers to assess the quality of hospital or provider health care and evaluate the tying of payment to health care outcomes. Topics will include the history of health care outcomes analysis; the framework for outcome studies; how the consumer and the payers define and demand quality. By the end of the course, students will have developed a thorough appreciation of the current methods used by policy makers, researchers, payers, and health care providers to evaluate outcomes, as well as those used by consumers to choose who and where they get medical care. Specific issues facing the healthcare manger and the need to synthesize complex and often disparate outcomes will be addressed as well.
HRM-530: Human Resource Management (3 credits)
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Human Resource Management 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. Best practices of employers of choice are considered.
HCO-702: Strategic Management within a Healthcare Organization (3 credits)
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Strategic Management within a Healthcare Organization introduces students to the importance of strategic thinking, planning, and the management of strategic momentum and the impact this has on the healthcare industry.  Students will understand the role of the leader in managing healthcare organizations.  The course will discuss various ways that strategic leaders need to think in order to change the environment by carrying out the strategic plan. Students will also develop a thorough understanding of the analytic strategic management process.

Advisory: Offered during September, January and May terms only.
HCF-701: Healthcare Finance (3 credits)
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This course focuses on some of the unique components of finance as they relate to a healthcare facility and some of the major issues. Topics include reimbursement systems, managed care, insurance, Medicare and Medicaid, DRG Prospective Payment, accessibility, eligibility, budgeting, and planning. Emphasis will be placed on the application of these topics to aid in making managerial decisions.

Advisory: Offered during September, January and May terms only.
PJM-510:Project Management (3 credits)
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This course introduces project management from the standpoint of a manager who must organize, plan, implement, and control tasks to achieve an organization's schedule, budget, and performance objectives. Tools and concepts such as project charter, scope statement, work breakdown structure, project estimating, and scheduling methodologies are studied.
MSM-620: Leading Strategic Change (3 credits)
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Managing organizational change is challenging at the best of times. In today’s dynamic fast-paced global environment, change is a constant component of organizational life. Whether the change is simple or complex, organizations must constantly change or die. Leaders need to act as change agents to envision necessary change and effectively lead an organization through a change initiative. This course prepares participants to lead change within a variety of organizational settings. Models for the creation and communication of change plans are examined to develop an understanding of the specific challenges associated with change. The theory and methods for effective implementation of change plans are used to examine the practical realities of change implementation in modern organizations.
ORR-510: Organizational Research (3 credits)
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This course equips students to conduct the types of research and information-gathering projects that are a significant part of the organizational life of most managers and leaders. The course provides techniques and skills that students can apply in researching many types of questions and problems, including those encountered in other graduate-level courses as well as the degree capstone.

NOTE: This course must be taken 1-2 terms prior to capstone (academic advisor approval must be obtained prior to registration)
MAN-630: Management Capstone Project (3 credits)
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Candidates for completion of the MSHCM degree will complete an independent project demonstrating their conceptual, analytical, research, and practical management skills achieved through the courses in either program. The project, called a capstone because it represents a crowning achievement much as a capstone does in architecture, is a 3-credit, one-term requirement completed at the end of the program.

NOTE: This is the last course taken to complete the degree program (academic advisor approval must be obtained prior to registration)

Prerequisites: This course requires completion of Organizational Research ORR 510. Students may not take ORR 510 and the Management Capstone during the same term.

Meet the Dean

“Organizational leadership is a strong focus of our curriculum and is a relevant and desired competency in today’s fast-changing, global marketplace.”

» Michael Williams, Ph.D.

Colleen Schenk, BA

"I was able to complete my degree and fulfill a dream that I had, while being able to work and care for my family."

Watch Colleen »