What you will learn
Courses can be taken in-person, online, or a mix of both.
- BUS 504 Business of Healthcare: Moving from Volume to Value Based Healthcare Delivery (1.5 cr) - Introduces the framework of a value‐based health care delivery system, organized around four key components: (1) what is a value base framework for a delivery system, (2) the need for integrated care delivery at the practice unit, (3) creating system for outcome measurement and monitoring, and (4) the role of payers in encouraging value‐based healthcare delivery.
- ISOM 503 Healthcare Operations: Continuous Operations Improvement in Healthcare Org’s (1.5 cr) - Using the health care value chain as an organizing framework, the module is organized around four key modules: (1) designing health care delivery systems, (2) capacity planning and decision making under uncertainty, (3) process failure, learning and quality improvement, and (4) new business models and innovations in health care.
- ACT 597 Cost Concepts in Healthcare (1.5 cr) - This course will apply some of the basic concepts and techniques learned in an introductory management accounting course to the unique setting of healthcare. In this course, we will revisit topics related to resource planning, understanding cost behavior and cost drives, costing of services (including the application of time‐driven activity‐based‐costing), and the assessment of performance relative to a budget. The case‐based course will provide a deeper dive into these topics using examples from healthcare organizations (e.g., hospitals, clinics, and/or healthcare service providers). The aim of the course is to prepare students working in the healthcare industry to apply modern costing concepts and techniques in their workplace.
- BUS 508 Healthcare Strategy: Strategically Leading Health Care Organizations (1.5 cr) - Gain an understanding of tomorrow’s competitive landscape in health care characterized by regulatory uncertainty, confounded consumers, and the ever-shifting balance of power amongst payers, providers and pharma/devices. All these demand that our health care leaders be clear in their organization’s strategy and simultaneously excel at leading organizational change.