1 Master of Health Administration RICHARD J. BOLTE, SR. SCHOOL OF BUSINESS FAITH S DISCOVERY S LEADERSHIP S COMMUNITY
2 A Leadership Opportunity in Health Care The Master of Health Administration (MHA) degree program is designed for two audiences: entry and mid-level health service managers and clinicians, and individuals who wish to transition into the rapidly growing health care industry. s MHA graduate program prepares health service managers to integrate health care delivery systems and technological innovation by providing leadership and ethical decision-making skills for the dynamic and intensely competitive health services field. A Unique 2-Year Program ADMISSION CRITERIA: Master of Health Administration Program Baccalaureate degree from accredited institution with an undergraduate GPA of 2.75 or higher or Two full years of relevant working experience (Résumé required) or 500 minimum score on the Graduate Management Admission Test (GMAT) For provisional admission information, contact the Director of Graduate Business Programs at Or visit msmary.edu/mha. The program of study leading to the Master of Science in Health Administration is comprised of twelve 3-credit courses (36 credits), including a practicum. The curriculum builds leadership and decision-making skills through the study of the health care environment, financial management, the application of contemporary technologies, ethical issues, communications, and the application of Lean Six Sigma methodologies (see box on next page). Courses are scheduled on an accelerated basis, meeting one night per week (6:00 to 9:30 p.m.) over an eight-week session. Six sessions are scheduled per year, allowing the student to complete the program in two calendar years. Students must complete the program in a cohort. Program Requirements: 36 credits MHA 500 MHA 501 MHA 502 MHA 503 MHA 504 MHA 505 MHA 506 MHA 507 MHA 508 MHA 509 MHA 510 MHA 511 Contemporary Issues in Health Care Administration Organizational Communications Legal and Ethical Issues in Health Care Administration Health Care Marketing Contemporary Health Care Policy Health Care Accounting and Financial Management Economics for Health Care Managers Health Care Information Systems Leadership Assessment and Development Health Care Strategic Management Health Care Operations Health Care Field Practicum
3 Course Descriptions MHA 500: Contemporary Issues in Health Care Administration (3 credits) The historical, current, and future organization and delivery of the United States health care system is studied. Concepts and applications of the system are explored as well as comparisons with international health care paradigms. Introduction to the structure and functions of the medical care delivery system are explored and include issues of health care utilization, manpower, delivery, values, cost, access, and quality of health care. Human dignity and the sanctity of life are discussed as challenges to the provision of health care and serve as a framework from which health care administrators constructively view their work. MHA 501: Organizational Communications (3 credits) Oral and written forms of communication are vital to the organizational, interpersonal, and leadership skills of the health care administrator. The ability to organize and communicate thoughts in an effective, concise, and logical manner is of paramount importance in the rapidly changing health care environment. MHA 502: Legal and Ethical Issues in Health Care Administration (3 credits) This course introduces health care administrators to the legal and ethical complexities in the delivery of health care services, including many that evolve from medical advances and scientific research. The perspectives of the Catholic church on human dignity and the sanctity of life are discussed and serve as challenges in the administration of health care services. MHA 503: Health Care Marketing (3 credits) Knowledge and skills in marketing lead to the effective design and execution of various tactics in the modern health care environment. Emphases include understanding the target market, market research analysis, the competitive landscape, and consumer behavior to plan and implement strategic marketing initiatives in the contemporary competitive health care industry and building an organizational environment that places all workers in a marketing role. MHA 504: Contemporary Health Care Policy (3 credits) Federal and state-level health care policies affect a wide range of issues, including access to care, quality, cost, and modes of delivery. The ethical implications of contemporary health care policies are explored. Emphasis is placed on how public policy influence manpower, values, needs, reimbursements and regulation of individuals, insurers, and medical and health care organizations. COHORT BY DESIGN The Mount s MHA program follows a cohort model, in which up to 25 students are admitted to pursue courses concurrently. This approach provides a strong social and learning support system for students. The courses are meant to be taken in the order listed. MHA 505: Health Care Accounting and Financial Management (3 credits) Concepts of managerial accounting, finance, and budgeting are essential for health care administrators. This course prepares the administrator to understand transactions, financial statements, operating and capital budgets, cost-benefit analyses, resource allocations, activity-based costing, and cost control mechanisms. (Prerequisite required)* MHA 506: Economics for Health Care Managers (3 credits) The course examines the rudiments of micro and macroeconomics for managers, including the concepts of scarcity, opportunity costs, resource allocation, market processes, cost-benefit analysis, competitive environments, and the use of data analysis in management decision-making applied to the health care sector. Effectiveness and efficiency of institutional, governmental, and health care organizations are examined from the economic point of view. (Prerequisite required)* * Prerequisite competence in accounting and microeconomics is required for courses MHA 505, Health Care Accounting and Financial Management and MHA 506, Economics for Health Care Managers. This requirement may be satisfied by documentation of undergraduate study, application of applied knowledge, or completion of mini-courses in these two disciplines. Note: Mini-course available through the School of Business.
4 MHA 507: Health Care Information Systems (3 credits) Information management systems create a foundation for the integration between clinical and administrative management in today s health care system. This course provides operational tools for the health care administrator to organize, manage, design, develop, and operate secure health care technology. MHA 508: Leadership Assessment and Development (3 credits) This course provides an overview and analysis of past and contemporary leadership strategies. Leadership skills are developed through organizational efficiencies and appropriate oral and written communications techniques. Leaders must demonstrate the importance of resolving issues in the health care organization, the communityat-large, and the whole of society. (Prerequisites: MHA 500, 502, 505, and 506) TUITION & FEES The MHA tuition and fees can be found at Register online: Need more information? Send an inquiry to MHA 509: Health Care Strategic Management (3 credits) Strategic planning for the health care administrator requires the ability to evaluate the interplay and differences between various health care markets to formulate competitive advantages. Strategic planning processes require the administrator to understand their organization s external environment, assess its internal strengths and weaknesses, and to formulate policies to gain a competitive advantage. A case approach utilizing Lean Six Sigma technology defines the pedagogy of this course. (Prerequisite: 24 credits) MHA 510: Health Care Operations (3 credits) This course is comprised of special topics in health care administration and delivered by practitioners. Topics include quality measurements, management of human resources, vendor relationships, and emerging industry trends. Processes including the efficiency of patient flow, data transfer, and patient outcomes are examined utilizing Lean Six Sigma technology. (prerequisite: 24 credits) MHA 511: Health Care Field Practicum (3 credits) This course will consist of either an assigned or independent project utilizing Lean Six Sigma methodologies. The student s topic will be approved by the instructor who will oversee the student s progress and finalize requirements to confer Green Belt Certification. (Prerequisite: 24 credits) LEAN SIX SIGMA METHODOLOGY: RX FOR THE HEALTH CARE SYSTEM Six Sigma is a comprehensive and flexible system for improving quality in the service and manufacturing industries. Six Sigma processes are built on a framework of five phases (DMAIC): Define, Measure, Analyze, Improve, and Control. Each phase contains a set of tools and techniques that guide the problem solver through the improvement process from beginning to end. Lean Six Sigma Methods are a set of analytical and decision-making skills that: improve quality of care improve patient safety maximize reimbursement rates improve revenue cycle management decrease potential preventable readmissions increase clinical staff and physician satisfaction/retention Course content will contain Lean Six Sigma methodology which trains, prepares and certifies students as a Lean Six Sigma Green Belt.
5 Master of Health Administration Program Faculty Dr. Karl W. Einolf Dean, Richard J. Bolte, Sr. School of Business Ph.D., Lehigh University Dr. Edward A. Dolan Director, Master of Health Administration Program D.D.S., University of Maryland Oral & Maxillofacial Surgery, Duke University Medical Center M.B.A., M.H.A., Pfeiffer University Rev. J. Daniel Mindling, o.f.m., cap Academic Dean, Mount St. Mary s Seminary M.A., Washington Theological Union; S.T.L., S.T.D. Thomas Kleinhanzl President & CEO, The Frederick Memorial Healthcare System M.H.A., Ohio State University William J. Ward Director, Master of Health Administration Program Faculty Director, Summer Scholars Leadership Program,Bloomberg School of Public Health Johns Hopkins University M.B.A., Loyola University Col. Judith D. Robinson Director of Health Sciences, Army War College M.A., International Management, American Graduate School M.Ed., Temple University M.A., Strategic Studies, Army War College Richard P. Miller President & CEO, Virtua Hospital Healthcare System M.B.A., Southern Illinois University Laura Better Compliant Attorney for Maryland and D.C. J.D., Western New England College School of Law Cpt. Daniel Bowen Chief, Readiness Development Headquarters Air Force Office of the Surgeon General M.B.A., Webster University Dr. Laura Cataldo Diploma, Framington Union Hospital School of Nursing B.A., M.A., National Louis University M.A., The George Washington University PhD., Nova Southeastern University Harry C. Coffey Senior Advisor, Henry C. Jackson Foundation U.S. Army Medical Research Materiel Command M.H.A., George Washington University Dr. Patrice Flynn Associate Professor, Richard J. Bolte, Sr. School of Business Ph.D., University of Texas at Austin Dr. Daniel Freeman Management Consultant, Corporate Governance Solutions General Medicine University of Ghana Medical School M.P.H., Boston University School of Public Health M.B.A., Kenan - Flager Business School UNC - Chapel Hill Kelly Garrett Director of the Quality Management Office Lean Six Sigma Master Black Belt at USAMRMC M.S., Duquesne University Mary Beth Graham Director of Undergraduate Business Studies, Richard J. Bolte, Sr. School of Business, M.B.A., Loyola College Christina Holtz Financial Manager, PM Medical Devices United States Army Medical Material Agency M.A. English, Slippery Rock University Dave Liddle Chief Financial Officer, Mission of Mercy M.B.A., Lubin Graduate School, Pace University Edward J. Lowry Healthcare Informatics, Lean Six Sigma Black Belt, 3M His Inc. M.B.A., Dr. F. K. Marsh Associate Professor, Richard J. Bolte, Sr. School of Business Ph.D., University of Michigan Cyd Maubert Lecturer, Richard J. Bolte, Sr. School of Business M.B.A., R.B. Pamplin College of Business Virginia Tech University Joshua McDonald U.S. Air Force Medical Operations Agency, Fort Detrick, MD M.B.A., Erin Morrisey Director, Performance Technologies, The Advisory Board Co. M.H.A., Virginia Commonwealth University Brian Santo Senior Consultant, Booz Allen Hamilton J.D., Duquesne University M.P.H., University of Pittsburgh Geoffrey D. Seidel Clinical Project Manager II, Program Director Coordinating Center for Clinical Trials, National Cancer Institute M.H.A., Saint Joseph s University Tressa B. Springman Vice President & Chief Information Officer Life Bridge Health M.A.S., The Johns Hopkins University Colin Ward Executive Director of the Greater Baltimore Health Alliance, Greater Baltimore Medical Center M.H.S., The Johns Hopkins University Bloomberg School of Public Health Dr. Andrew Zarick, Jr. Associate Director Navigant Consulting M.D., Medical College of Ohio at Toledo M.B.A., The Johns Hopkins University Barbara S. Zolbrod Senior Consultant, National Market Research Kaiser Permanente of the Mid-Atlantic States M.B.A., American University
6 All MHA classes are held in the evenings at Mount St. Mary s Frederick Campus on Spectrum Drive near the FSK Mall. For more information on other Mount graduate programs, call or visit PROGRAM CONTACTS Dr. Karl W. Einolf, Dean Richard J. Bolte Sr., School of Business Dr. Ed Dolan, Director Master of Health Administration Deb Powell, Director Graduate Business Programs RICHARD J. BOLTE, SR., SCHOOL OF BUSINESS Main Campus: Old Emmitsburg Road Emmitsburg, MD msmary.edu/mha Frederick Campus: 5350 Spectrum Drive Frederick, MD msmary.edu/frederick PCS 05/2013
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