NURSE LEADERSHIP DEVELOPMENT PROGRAM Program specifics

Transcription

1 NURSE LEADERSHIP DEVELOPMENT PROGRAM Program specifics These courses are credit bearing and can be used toward an MBA or Executive MBA degree from Saunders College of Business Students successfully completing the program will have earned 16 credits toward the Executive MBA degree more than one-third of the entire requirement. After a simple application process students will be officially matriculated as RIT Executive MBA students. There is no GMAT/GRE required for entry. The program culminates with a presentation to Rochester Regional Health leadership and a certificate signed by the Dean of Saunders College of Business and Rochester Regional leaders. Classes to be taught at Saunders College of Business on alternating Fridays during 2016 on the following dates: January 8, 22 Feburary 5, 26 March 11, 25 April 15, 29 May 13 June 3, 17 July 1, 22 August 5, 19 September 9 Class Schedule: All classes will be completed in calendar year :00 am Class Classes meet every other Friday; there is a Friday off between classes. 10:00 am Break There are two Fridays off between courses. 12:00 pm Lunch 12:30 pm Class Coffee, lunches and break food provided 2:30 pm Break All course materials included 4:30 pm Done 1 October 14 November 18

2 OPERATIONAL DATA ANALYSIS IN FINANCE FOR DECISION MAKERS (January 8, 22 and Feburary 5) - This custom-designed course focused on accounting and finance in healthcare will meet the following objectives: Develop financial skills enabling students to communicate budgetary and operational information Employ forecasting methods for predicting and monitoring outcomes with confidence Learn to balance profit, growth, and control in the highly dynamic healthcare field Work more effectively and collaboratively with colleagues holding financial roles Course Description: This course provides an overall operational evaluation of a healthcare firm with a special focus on finance and methodology for data-driven decisions. Students will gain an understanding of how accounting helps organizations achieve their goals. Special emphasis is given to the resolution of controversial accounting issues within the context of a firm s goals. Topics include standards and practices of financial reporting, financial statements and how firms utilize data to achieve their goals. Advanced issues include sensitivity analysis and the consideration of real options. Short-term financial management includes the topics of credit analysis, financial forecasting and planning, working capital management and cash flow management. An emphasis will be placed on identifying and understanding meaningful trends in metrics obtaining and interpreting what lies behind the data. This course will culminate with a unit in data analytics. CRITICAL THINKING FOR DECISION MAKERS (Feburary 26 and March 11, 25) - This custom-designed course focused on case study analysis and problem solving with a special focus on cases in healthcare will meet the following objectives: Understand successful/unsuccessful restructuring strategies implemented by other companies Explore the causes of poor decision making Formulate a holistic approach to identifying problems, formulating solutions and adapting to change Develop organizational skills for utilizing data to drive decisions and track progress on projects Course Description: An introduction to the issues related to managerial problem solving, planning, decision making and implementation in complex organizations. The goal of the course is to help students think systematically about the practice of general management and how managers translate ideas into action. The types of decisions faced by executives and the various approaches available to managers for solving cross-functional, organizational-wide problems are examined. Students learn and practice essential skills required of general managers, including critical thinking, problem solving and oral and written communication. 2

3 HEALTHCARE OPERATIONS (April 15, 29 and May 13) - This custom-designed course focused on operations principles at Rochester Regional Health will meet the following objectives: Obtaining and utilizing customer insights and data to enhance the overall patient experience Enhance departmental ability to manage resources resulting in optimized clinical and administrative performance Understand how to create an iterative process that fosters continued analysis and improvement of existing systems Course Description: This course is designed to emphasize the strategic importance of operations management to the overall performance of the healthcare enterprise. Students are introduced to a systems-oriented framework for operations management grounded in knowledge-based management. Representative topics include environmental trends in healthcare delivery, goal setting, change management, strategy implementation and tools for analyzing current operations and processes used to create and deliver healthcare services. The use of academic case studies illustrates operational problems and potential solutions in an applied and real-world orientation. LEADERSHIP & COACHING (June 3, 17 and July 1) - This custom-designed course focused on personal growth in leadership with a special focus on applying leadership principles at Rochester Regional Health will meet the following objectives: Understanding, recognizing and fostering leadership qualities in yourself and others Managing organizational politics and building relationships to achieve professional/personal goals Conflict resolution Balance personal leadership style with demands of organization without compromising principles Course Description: This course focuses on the role of the general manager as a leader in an organization. The course addresses analytical and behavioral strategies and techniques for leadership by examining problemsolving models, personal values and communications. The emphasis is on the interpersonal skills needed to express different leadership styles and behaviors. Cases, exercises and class discussions will be used to examine and explore opportunities for managers to become more effective as leaders in modern organizations. Each student participates in a 360-degree leadership assessment process. Based on this formal review, personal development plans are created and serve as dynamic documentation of individual professional progress. Students arrange individual counseling sessions with a leadership coach. Students then take action on the feedback received in order to develop self-awareness. 3

4 STRATEGY (July 22 and August 5, 19) - This custom-designed course focused on strategic management with a special focus on learning strategic tools used in healthcare will meet the following objectives: Enhance the ability to manage resources and optimize clinical and administrative performance Understand business level strategies, value chain and managing a firm s resources, capabilities and competencies Provide awareness of strategic issues facing healthcare organizations and the stakeholders within and outside the organization Course Description: The primary theme of this course is to examine how firms can achieve superior financial performance through the establishment of a sustainable competitive advantage at the business level. Contemporary theories of strategic management will be discussed and critically examined for their relevance to the problems facing many of today s managers. Topics include analysis of industry attractiveness, value-chain analysis, core competencies and business-level strategies. This course covers corporate-level strategy and strategy implementation. The focus of the course is on the strategy of the firm as a whole and the interrelations between different divisions. Topics will include related and unrelated diversification and the various means of engaging in diversification, mergers and acquisitions, joint ventures, and strategic alliances. Contemporary theories of strategic management will be discussed and critically examined for their relevance to the problems facing many of today s managers in healthcare. 4

5 CAPSTONE CONSULTING PROJECT (September 9, October 14 and November 18) - This is a custom-designed course focused on strategic management with a special focus on learning strategic tools used in healthcare will meet the following objectives: Project management in practice Combining the skills acquired through the first five courses Benchmarking of industry best (possibly through visits to some of the best hospitals) Create data-driven solutions and present these findings to leadership with clear plan for success Develop critical analytical skills necessary to manage task forces or project teams Course Description: The Saunders College of Business Executive MBA Capstone is a 15-week project completed by a team of three or four participants as a culmination of their program. Project selection is a two-stage process: The Capstone Committee provides an initial assessment of project fit with the program; approved applications are then presented to the Rochester Regional Health teams, who make the final selection. The purpose of the EMBA Capstone Project is twofold: 1. To provide students with an authentic business problem or opportunity for analysis and recommendations. This business consulting experience allows students to apply their skills and experience by identifying relevant issues, analyzing alternatives and making recommendations. 2. To support Rochester Regional Health by offering the consulting services of a team of three/four talented managers who combine their experience with the lessons learned during their Nurse Leadership Development Program studies. This assistance benefits the client organization by contributing to improved strategies and enhanced operational effectiveness. Following are the student Capstone Project deliverables to the client organization: 1. A thorough, professionally written report with detailed analyses and specific recommendations. The document will include problem definition, substantial fact-based analysis, recommendations and implementation suggestions. 2. A team presentation to the client of the team s project findings, including thorough discussion and any needed follow-up. This presentation is attended by the team s faculty mentor. 3. A faculty member will request from Capstone clients a short written assessment of the team work and input to the team s grade for the Capstone Project. 5