Healthcare Leadership

Transcription

1 ecornell Online Professional Development Programs Certificate Program in Healthcare Leadership

2 Certificate Program in Healthcare Leadership This certificate program is comprised of 5 online courses: Strategic Planning for Healthcare Organizations Revising & Implementing Your Strategic Plan Executive Decision Making Leading Through Creativity Risk & Return: How to Identify, Measure & Incorporate into Capital Budgeting Decisions Certificate Overview Healthcare administrators, physicians and medical professionals focus their abilities on managing and providing care for people, often leaving little time for the development of leadership skills and strategy. If leadership is your goal, the Certificate in Healthcare Leadership from Cornell University will set you apart from your peers. This 5-course online program will develop the refined set of management skills that healthcare leaders need to succeed in today s business climate, manage regulatory and business challenges, and positively impact the bottom line in your organization. The Power of an Ivy League Credential This accelerated program can be completed in just 2-3 months, enabling you to quickly apply powerful new strategic leadership skills in the workplace. You will gain valuable hands-on experience developing the transformation, execution and people-centric competencies specific to the unique needs of the healthcare environment. Use these skills to create strategic plans identifying areas for improvement and potential growth in your healthcare organization, including how to most effectively implement these plans. Critical Healthcare Topics The program is designed to optimize and change the way you think about working with stakeholders at all levels to gather valuable feedback on proposed changes and projects. Participants in this program will master several skills required of a successful healthcare leader: Strategic thinking and scenario planning. Critical evaluation of information. Assessment of the environmental factors that shape a healthcare organization s actions and options. Generation and management of new ideas for innovation in your healthcare organization. Using both informal and formal mathematical methods for optimizing decision-making. Understanding how risk enters into capitalbudgeting decisions and the impact it will have on the ultimate value of the investment under consideration. The curriculum focuses on critical topics like capital budgeting, including strategic planning, the basics of risk and return, and how to identify, measure and incorporate risk into capital budgeting decisions; leveraging executive decision-making tools and formal methods to assess healthcare plans in light of regulations and everchanging needs in the market; recognizing the need for creativity in the workplace, and recommended steps to foster creativity throughout a department or organization; and how to use each of these leadership capabilities to lead healthcare teams and projects with maximum success. Who Should Take This Certificate? This program will benefit hospital and other healthcare facility administrators, VP level and C-suite executives, chiefs of staff, hospital board members, chief nursing officers, department directors and other healthcare professionals with supervisory, management or executive-level responsibilities. This certificate is also appropriate for clinicians who are transitioning or seeking to transition into administrative, management or executive roles. Medical personnel and staff who aspire to become directors, executives, administrators or other positions of leadership within the healthcare industry will also find tremendous value in the knowledge and skills taught.

3 Strategic Planning for Healthcare Organizations SLN552 Create a strategic vision for their organization. Collect and analyze data to inform their strategic planning process. Identify areas for improvement and potential growth. Nick A. Fabrizio, PhD Cornell University s College of Human Ecology Approximately 6 hours over a period of 2 weeks Healthcare organizations and the professionals who run them often approach the task of management much as a service provider approaches a patient: quickly identifying the symptoms or problems, making a diagnosis or analysis, and developing a treatment plan or solution. While this technique may work when making decisions about day-today operations, it is often inadequate to the task of evaluating the overall health of the organization and making long-term plans for its survival. Effective strategic planning requires healthcare managers to shift their perspective from being part of a service organization to being part of a business. This course introduces students to a strategic planning process tailored to the specific needs and concerns of healthcare organizations. Participants learn how to gauge their organization s readiness to undertake a strategic planning process; how to develop strategies specific to their organization s core mission, vision and values; and how to involve both internal and external stakeholders in the planning process. Participant will also learn how to use a variety of tools and techniques to collect and analyze data and identify areas in need of improvement. This course is intended for those currently working in a managerial capacity in the healthcare industry as well as those who want to move from positions in general administration to positions in healthcare leadership and administration. High-level healthcare administrators, non-physician executives, physician executives, and chief medical officers will find this course appropriate to their needs. ecornell takes a problem-based approach to learning, building courses around authentic case studies and scenarios. All courses are delivered online and are self-paced. An ecornell instructor leads the online discussions, grades course projects, and is available to answer specific questions about the course content. This course includes the following module: Strategic Planning and Visioning Dynamics and Benefits of Strategic Planning Gauging Your Readiness Strategic Visioning Performing and Organizational Check-Up Assessing the Organization: Porter s 5 Forces Assessing the Organization: The BCG Matrix Finding the Gaps Making a Diagnosis

4 Revising & Implementing Your Strategic Plan SLN553 Develop goals and objectives related to a strategic initiative and an action to realize them. Involve stakeholders in planning and implementing strategic plans. Monitor progress and refine the strategic plan based on results. Many medical groups develop strategic plans that are never fully implemented or woven into the fabric of the organization s mission, vision and operating plans. Other medical groups develop plans without articulating how their achievement will strengthen the organization, who is responsible for implementing them, or how progress will be monitored, measured and reported. This course outlines how to plan and conduct a strategic retreat designed to identify the goals critical to your organization s growth and to construct and implement a plan for achieving them. Learn how to gain the buy-in of important stakeholders and decision makers; explore how the internal and external environments affect strategic plans; and develop the skills to evaluate and refine them continuously based on changes to these environments, to ensure their success. This course is intended for those currently working in a supervisory or managerial capacity in the healthcare industry, as well as those who want to move from positions in general administration to positions in healthcare leadership and administration. High-level healthcare administrators, non-physician executives, physician executives and chief medical officers will find this course appropriate to their needs. Nick A. Fabrizio, PhD Cornell University s College of Human Ecology Approximately 6 hours over a period of 2 weeks ecornell takes a problem-based approach to learning, building courses around authentic case studies and scenarios. All courses are delivered online and are self-paced. An ecornell instructor leads the online discussions, grades course projects, and is available to answer specific questions about the course content. This course includes the following modules: Planning a Retreat Identifying and Involving Stakeholders Planning to Plan Conducting a Retreat At the Retreat Better Goals and Action Plans Monitoring and Refining Your Plan Establishing a Framework for Success Measuring and Communicating Progress Correcting Course

5 Executive Decision Making LSM 506 Learners who complete this course will be able to: Gather crucial data and resources to inform the decision-making process. Identify appropriate situations for involving others in a decision-making process. Ascertain risks, uncertainties and ambiguities in an executive decision-making environment. Overcome organizational factors that complicate decision making. Apply formal methods such as decision trees and Bayesian analysis to arrive at appropriate decisions. Florence Berger, PhD, Professor Emeritus Judi Brownell, PhD, Professor Cornell University s School of Hotel Administration Approximately 5 to 6 hours over a period of 2 weeks Minimize risk and uncertainty by applying formal decision-making processes. Take environmental challenges into account under the constraints of limited time and resources. In today s competitive business climate, it is imperative that executives know how to make key decisions quickly and decisively. Strategic decisions often entail considerable risks and can have long-range implications for the organization. In this course, participants will learn how to apply a formal decision-making processes in order to reduce risk and choose the best course of action for their organization. They will learn methods and techniques for making critical decisions in a challenging environment with limited time and resources. This course focuses on how to maximize available assets, identify risks and obstacles, and gather the necessary data for an informed decision-making process. This course is a priority for executives, managers and team leaders responsible for an organization s strategic and operational decisions. All ecornell courses are delivered online and are self-paced. An ecornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content. This course includes the following modules: The Executive s Decision-Making Tasks Organizational factors and personal characteristics that affect decision making. Framing and categorizing situations to aid in making effective, objective decisions. Conducting decision-tree analyses. Gathering data and evaluating it for completeness, relevance and possible bias. Formal Methods for Executive Decision Making Most common formal methods and when to use them. Bayesian analysis.

6 Leading Through Creativity LSM507 Greatly expand their own capacity for creative thought. Foster creativity throughout a department or organization. Use techniques for developing creative approaches to business challenges. Identify and overcome features in an organization that limit creative potential. Recommend steps to foster creativity. Florence Berger, PhD, Professor Emeritus Judi Brownell, PhD, Professor Cornell University s School of Hotel Administration Approximately 5 to 6 hours over a period of 2 weeks Enhance organizational innovation and increase profits by encouraging creative thinking. Learn techniques that improve both individual and group creativity. Organizations that understand the creative process and foster this with employees find themselves at the top of their industry. They know how to harness the creative power of their workforce to develop new products and services. The creative process that leads to this type of innovation is often veiled in mystery and the misconception that one must be gifted to be creative. Creativity, however, is as much a matter of technique as intelligence. In this course, participants will learn a series of individual and group techniques designed to cultivate organizational creativity and the development of new ideas. Participants will learn to enhance their capacity for creative thought and will be able to use their abilities to develop their organization s ability to be innovative, resulting in increased market share and profit. This course is critical for executives, managers and team leaders who are responsible for the growth and development of their organization. It is also crucial for any professionals who want to develop and enhance their own creative thought process. ecornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an ecornell instructor, who leads the online discussions and is available to answer any questions about the course content. This course contains the following modules: Developing Your Creativity Characteristics of creative people in business environments. Using visualization techniques for enhancing your creativity. Techniques for developing creative approaches to business challenges. Developing Your Organization s Ability to Innovate Creative techniques and processes for groups, including some that can be implemented online. Features that limit an organization s creative potential. Fostering creativity throughout the organization. Interpreting the Evidence

7 Risk & Return: How to Identify, Measure & Incorporate into Capital Budgeting Decisions HAME509 Explain how risk enters into the capital budgeting decision and the impact it will have on the ultimate value of the investment under consideration. Interpret what you read in the Wall Street Journal. For the non-financial manager, this course serves to answer the important question: how is risk factored into capital budgeting decisions? Managers in today s firms must have the right tools to identify relevant project risks and weigh those risks against expected returns in a competitive market. They must understand how the risk-return relationship is incorporated into capital-budgeting decisions. This two-week course provides non-financial managers with an understanding of the key factors that enter into capital budgeting decisions so they are better able to engage in meaningful dialogue with the firm s finance team. Discover how the risk-return relationship is measured and incorporated into capitalbudgeting decisions. Explain why risk is a critical component of the capital-budgeting decision and what its impact is on the ultimate value of the investment under consideration. Steven Carvell, PhD, Associate Professor and Associate Dean for Academic Affairs Scott Gibson, PhD, Assistant Professor Cornell University s School of Hotel Administration Approximately 6 hours over a period of 2 weeks This course is designed for non-financial managers who are responsible for making integrated financial decisions and need to be able to understand the interrelationship of risk and return in making capital budgeting decisions. ecornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an ecornell instructor, who leads the online discussions and is available to answer any questions about the course content. This course includes the following modules: Considering Investment Risk Investors and Risk Quantifying Risk and Return Two Kinds of Risk: Systematic & Unsystematic Risk How Firms Factor Risk into Capital Budgeting Decisions Systematic Risk Capital Asset Pricing Model Risk & Capital Budgeting Decisions Design Drawings