The Master of Health Administration degree from the University of Cincinnati consists of 39 semester hours beginning with a 10-semester hour, 10-course core curriculum. Health professionals aspiring to leadership in health administration can develop new skills and gain essential knowledge through robust and innovation online coursework.
Health Systems Management 1: Organization & Delivery
This is the first in a series of two courses in Health Systems Management. The objective of this course is to provide the student with a systematic approach for examining and evaluating a health care system with special emphasis on selected components, features and tasks. The health care system in the United States is used to illustrate this descriptive, analytic and evaluative approach. The general approach, however, is designed to apply to other health care systems as well. The student can learn both the conceptual approaches and techniques needed to analyze the performance of a health care system and, at the same time, obtain a thorough understanding of the U.S. health care delivery system. The course is intended to provide the future health services administrator, planner, policy analyst or researcher with the fundamentals necessary to be able to anticipate how changes in one part of the health care delivery system are likely to affect its other components. Topics include an overview of the history, organization and effectiveness of the U.S. health care delivery and public health systems, health system governance structures, roles and responsibilities as well as the determinants of health, health status, need, access and utilization.
Health Systems Management 2: Principles of Leadership This course provides an introduction and overview to leadership, management and organizational concepts and principles reflecting the uniqueness and the particular requirements of effective and successful health care leadership. The course integrates theory with practice through readings, lectures, written assignments and discussion board postings describing different organizational perspectives and experiences. The course aims to teach personal and professional assessment skills as well as practice skills and the development of leadership, managerial and organizational skills through an integration of course materials with application to the students’ own professional settings. The review, analysis and reflection of students’ own experiences, strengths, challenges and outcomes will be required during this learning process. This course aims to provide a relevant understanding of organizational dynamics, professional development, team development, team cohesiveness, strategic formulation, implementation, decision-making and negotiation as well as a focus on excellent written, verbal and interpersonal communications and their positive impact on effective leadership.
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 for administrators, 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; and 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.
Health Care Finance 2: Decision Making
This course builds on the accounting and financial concepts introduced in FIN7021. The continued exploration of the health care environment includes an in-depth examination of third-party payer systems including managed care plus the legal and regulatory environment, particularly for nonprofit organizations. There are three main financial topic areas covered in the course: capital acquisition and structure, financial condition analysis and forecasting and capital allocation. This course is the second of a two-course sequence in health care finance.
Health Care Marketplace 1: Health Economics
This is the first in a series of two courses covering the Economics of Health Care. This course provides a broad overview of the field of health economics. The course examines how standard concepts and methods in economics can be used to understand health-related decisions made by individuals and firms, using the basic framework of economics to analyze the behavior of consumers, insurers, physicians and hospitals. It will also study the application of economics to health care policy, with a focus on how economic analysis can assist in the development of market and non-market solutions to various health care problems. The tools of economics are applied to both managerial issues such as pricing decisions and policy issues such as the medically uninsured. Topics include economic analysis and application to decision-making, health care payment methods, including Medicare’s payment systems for hospitals and physicians, and risk-adjusted capitation payment systems.
Health Care Marketplace 2: Strategic Success
This course follows upon ECON7021 and introduces the principles, methods and concepts of three different aspects of marketplace strategic management as it relates to health care organizations: 1) strategic planning and management, 2) marketing, 3) governance. The focus is not only on the processes of strategic management, marketing and governance, but also on strategic learning and development. Methods for evaluating and analyzing the environment external to the organization will include discussions of transparency, disruptive technologies and crisis prevention/management. The interaction of forces inside the organization such as marketing, governance, corporate culture and resources will be analyzed for their impact on the organization and its strategic direction.
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. The major structural/system issues include the “big three” or “universal issues” i.e., access, quality and costs, which includes Medicare, Medicaid and private insurance. Other system 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 aims to prepare learners to confront the underlying values and ethics that drive the politics of the health care system and to understand and apply basic concepts in policy analysis and advocacy in practice settings. Discussions and assignments will focus on the development of public policy concerning medical care and public health and the relationship between public decisions and the marketplace. Topics include health policy formulation, implementation and evaluation.
Health Policy 2: Legal & Ethical Issues
This course presents an introduction to the legal and ethical issues that arise in management of health services organizations. Topics include ethics in business and clinical decision-making, tools for understanding ethics and ethical analysis, professional and organizational guidelines in making ethical decisions, including codes of ethics and mission statements, organizational responses to ethical issues, including ethics processes, such as institutional ethics committees and institutional review boards, conflicts of commitment and conflicts of interest, patient and community concerns and end-of-life decisions. Additionally, the course will review legal principles development, application and assessment, and resource allocation and social responsibility. Other topics covered include liability, health care institutions as corporations, the nature and scope of public health authority, antitrust, fraud and abuse, privacy and confidentiality, tax implications, regulatory oversight, legal requirements for access to health care, nondiscrimination, conflicts of interest and constitutional constraints on public health initiatives.
Health Quality 1: Evidence-Based Decision Making for Managers
The course examines the study of health and disease in populations from a health management and analytical perspective. Topics include population health and status assessment, socio-cultural factors, epidemiological methods, study designs, statistical analysis and application, the interpretation of data, and the application of findings for managerial decision-making. Statistical topics include descriptive statistics, probability, sampling, statistical distribution, estimation, hypotheses testing, chi-square tests and simple and multiple linear regression.
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. This course will review the current state of the quality of health care in the United States, approaches to assess quality of health care and strategies to improve the quality of care. These include the fundamentals of health program planning and evaluation with an emphasis on developing skills in formative, outcome, and impact data collection and analysis. This course emphasizes the use of the Baldridge Healthcare Criteria for Performance Excellence for designing, implementing and improving organizational frameworks for performance excellence. Topics include program or project management, operations assessment and improvement.
Global Health Systems
This course will provide an overview of global health problems and national health systems to give the student 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, including those of England, Canada and Cuba. 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.
Emerging Issues in Health Systems Management
The course will focus on emerging issues in health care at the local, regional and national levels. MHA faculty, guest faculty and health care experts will provide presentations and discussions on up-to-date topics and issues.
Health Systems Management Capstone
The Capstone course provides the introduction, faculty support and fulfillment of the student’s Capstone experience. In this course, the students will be guided through the understanding, development and conclusion of a Research Capstone Project. The Research Capstone Project allows students to integrate their increased knowledge, skills and competencies in health care management as well as to demonstrate their analytical and interpretive skills. The students will finalize their research question/topic based on a management problem in their own health care professional organization or in a similar health care setting, and will begin and complete the project in that setting. Students must identify their methodological approach for their Research Capstone Projects, including their methods of data collection and data analysis; their process to obtain the necessary IRB and/or related research approvals to undertake their projects; complete an appropriate literature review; and submit a comprehensive written report of 20 to 25 pages, including the final results of their project. Successful completion of this course will require successful presentation of their project to faculty and peers before the MHA degree is granted.