Curriculum: Master of Health Administration - MHA

December 10, 2021
January 10, 2022
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curriculum icon Curriculum at a Glance

National Center of Healthcare Leadership 3.0 Program LinkThe Master of Health Administration degree from the University of Cincinnati Online features interdisciplinary coursework provided by both the College of Allied Health Sciences and the Carl H. Lindner College of Business. The online MHA curriculum consists of 40 semester credits, including two introduction courses, nine core courses and a two-part capstone course. Students take courses part-time, between six and nine credit hours per semester.

The online MHA curriculum provides a value-driven and socially responsible educational experience which promotes leadership excellence through quality improvement, inter professional team development, cultural competency and the building and sustenance of healthy communities.

This program primarily utilizes an online-learning asynchronous approach. Our best practice approach to learning draws upon experience and perspectives in leadership, finance, quality improvement, epidemiology, health economics and health policy to provide a broad-based educational experience leading to outcomes which will benefit the students’ organizations and communities. View the program course carousel guide to learn more.

For students seeking a graduate certificate in Health Care, please view the following options:

Introduction Course - Health Systems Management 1: Organization & Delivery

The course is intended to provide the Master of Health Administration (MHA) student and future manager with a systems perspective of US health and health care structure and function. As the introductory course in the MHA program, it is to provide the fundamentals for all courses that follow, including finance and economics, strategy, quality improvement, policy and law, and others. Topics include an overview of the history, organization, and effectiveness of United States health care and public health systems, health system governance structures, roles, responsibilities as well as determinants of health, need, access and utilization.

Introduction Course - Health Systems Management 2: Principles of Leadership

This course provides an introduction and overview to health care leadership, management and organizational behavior in health care settings.  This course integrates theory with practice utilizing different organizational perspectives. The development of leadership, managerial and organizational skills will be accomplished largely through individual work, with strong emphasis on self-reflection and self-analysis utilizing the particular tools of the course. This course aims to provide a relevant understanding of organizational dynamics such as performance, organizational culture, teamwork and individual and shared values and cultural competency. It will examine how health care leaders and their organizations relate to each other internally and to their external environments.

Core Course - Global Health Systems

This course will provide an overview of global health problems and national health systems to provide the student with a perspective on how societies approach health and health care including cultural, economic and political factors. National systems from the developed and under-developed world will be examined and contrasted. In addition to national systems, the roles played by certain global/international systems such as the World Health Organization, certain UN agencies and NGOs will be explored. Students will also explore current issues including environmental impacts, immigrant health issues and travel medicine.

Core Course - Health Care Finance 1: Analysis

This course covers financial and managerial aspects of health care financial management. It provides a broad introduction to key concepts, issues, tools, and vocabulary useful both for managers and policymakers. There are three main topic areas covered in the course: financial accounting, finance, and managerial accounting and the focus is on use, not the preparation, of accounting information. Topics include financial analysis and management; methods and techniques for evaluating costs and cost-effectiveness of health, medical and pharmaceutical interventions. This course is the first of a two-course sequence in health care finance.

Core Course - Health Care Finance 2: Decision Making

This course builds on the accounting and financial concepts introduced in FIN 7021. The continued exploration of the healthcare environment includes an in-depth examination of third-party payer systems including managed care plus the legal and regulatory environment, particularly for non-profits. There are four main financial topic areas covered in the course: capital acquisition and structure, financial condition analysis and forecasting, revenue cycle management and capital allocation. This course is the second of a two-course sequence in health care finance.

Core Course - Health Care Marketplace 1: Health Economics

The goal of this course is use economic analysis to introduce and to understand the basic elements and dynamics of the US healthcare system with a particular emphasis on policy implications. Over the past 50 years, the size and scope of the US healthcare economy has grown considerably. In 1960, the US spent about 5% of its gross national product on health. Current GDP on health is approximately 18%, far higher than other industrialized countries. The greater spending, however, does not seem to have purchased much better health. Why does the United States spend so remarkably on medical care for results that are not so remarkable? In seeking explanations and solutions, we will study the healthcare system in the United States and understand the factors that drive our appetite for healthcare goods and services. We will then examine alternatives to our current system, paying special attention to the ongoing legislative reform efforts coming from Washington DC.

Core Course - Health Care Marketplace 2: Strategic Success

This course follows ECON 7021 and introduces the principles, methods and concepts of three different aspects of strategic management as it relates to health care organizations: 1) strategic planning and management, 2) competitive positioning and 3) alliances, mergers and acquisitions. Methods of evaluating and analyzing the external environment will include discussions of regulatory control, consolidation of industries, disruptive technologies and crisis/prevention management. The interaction of forces inside the organization such as structure, governance, resource management and culture will be analyzed for their impact on the organization’s competitive position and strategic direction.

Health Quality 1: Evidence-Based Decision Making for Managers

This course includes both theoretical models for health care quality work, as well as practical strategies for application and implementation of improvement initiatives in a health care setting. The course will review the Institute of Medicine’s Aims to drive safe, effective, efficient, timely, patient centered and equitable care. Students will learn various sources and categories of data that have proved useful in driving outcomes through quality improvement. It delineates the qualitative and quantitative quality improvement strategies employed by managers to engage in effective decision-making.

Health Quality 2: Total Quality Management

The quality of health care in the United States has garnered significant attention among health care professionals and the public. Health care quality is driven fundamentally by the leadership and management practices of health care organizations. This course will review approaches to building and sustaining a culture of performance excellence in health care organizations. It emphasizes the use of the Baldrige Performance Excellence Framework for designing, implementing, and improving organizational practices that influence health care quality. Topics include understanding patient and stakeholder needs, strategic and operations planning, workforce practices, measurement and analysis, leadership, organization assessment, and change management.

Core Course - Health Policy 1: Health Policy & Regulation

This course is designed to provide students with an overview of the structure, systems and policies of health care delivery in the United States. Topics include the uninsured, health care professions, hospitals, long-term care, mental health, integrated health care systems, the Veterans Administration Health Systems, pharmaceuticals and technology. The course prepares learners about the basic concepts in policy analysis and advocacy in practice settings. Discussions and assignments will focus on the development of public policy concerning medical care, public health and the relationship between public decisions and the marketplace. Topics include health policy formulation, implementation and evaluation.

Capstone Course - Emerging Issues in Health Systems Management

This course is the first of two half-semesters of the Master of Health Administration (MHA) Capstone course sequence. It is intended to integrate the foundational courses provided throughout the MHA program to help the student begin the capstone process. The goal of this course is to provide the student with the foundation needed to work toward developing the key competencies required for the creation of the health systems management capstone assignment in the final semester of the MHA Program. Some of the key competencies are: the ability to understand problems and emergent issues; mobilization to address issues through communication; analyze an emergent issue and synthesize current peer-reviewed literature; create best practice and evidence-based solutions to the emergent issue; seek information and apply analytical thinking skills through innovative thinking; create cost benefit analyses and financial support in order to solve an emergent issue; and, the ability to analyze federal, state, and local policies in application to resolve an emergent issue.

Capstone Course - Health Systems Management

In this course, students demonstrate how the knowledge and skills learned in their Master of Health Administration Program can be integrated and applied to analyzing an emerging health systems management issue of their choosing. This is the second course in the Capstone sequence.  The student will engage in the following processes: write a literature review through the analysis and synthesis of the identified literature; discuss best practice solutions to the emergent issue; determine implications and recommendations utilizing best practice; utilize the expertise of the mentor to further enhance the quality of the paper; and, write a publishable paper.

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The University of Cincinnati is one of the first institutions to offer online courses. Innovation in education is at the forefront of what we do. We have expanded the convenience and quality of our online learning to online degree programs. Today, we offer nearly 100 degrees from undergraduate to doctoral programs.

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