For detailed curriculum information, refer to the University catalog.
AC 5025. Foundations of Managerial Accounting (3 credit hours)
Course introduces students to basic accounting concepts. Students learn how accounting captures and reports the effects of business activity in a set of general-purpose financial statements, and facilitates business planning and control. Students are also introduced to basic time value of money concepts.
FN 5025. Foundations of Finance (3 credit hours)
Course explores financial concepts at work in various health care organizations, and introduces tools and methodologies available to the financial manager. Future physicians and health care providers learn to protect asset value through portfolio management, and understand what incentives motivate managed-care institutions and hospitals in negotiations with physicians. Students perform a financial audit and engage in a financial simulation.
EC 4550. Principles of Economics (3 credit hours)
Course examines major topics including role of the price system, the factors which impact prices in resources and product markets, determinants of price level and national income, and the effects of governmental stabilization policies.
MK 5025. Foundations of Marketing (3 credit hours)
Course examines the role of marketing in business strategy and planning. It covers marketing practices such as market research, environmental and competitive analysis, market segmenting and targeting, brand positioning and pricing. It also covers integration of marketing communications including advertising, promotion, publicity and sales - both online and traditional media. The course also covers product management in new, growing, mature and declining markets both domestically and globally.
MIS 5025. Management Information Systems (3 credit hours)
Students enrolled in the health care leadership program or focus only. Course reviews past developments and emerging trends within the general discipline of Managerial Information Systems (MIS), and within the specific discipline of Health Care Information Technology (HCIT). Students explore the business management processes required for successful Information Systems planning, design and implementation within health care organizations of various sizes and types. Field visits and case studies expose students to the practical challenges involved in systems selection, implementation and ongoing utilization, including ethical issues, human responses to change, and best practices in project management.
EC 6000. Managerial Economic Decision-making and Competitive Strategy (3 credit hours)
Helps students assess a market and its stakeholders before attempting to make decisions. They learn strategic decision-making, effective decision-making, and how to implement decisions. Through simulations, live case studies, and media analysis, the course explores competitive management strategies in a continually changing health care environment. Students learn to temper aggressive competitive strategies with respect for the dignity of all of the firm's stakeholders.
BUS 6020. Effective Communication for Leaders (3 credit hours)
Course explores the various techniques, instruments, processes and styles employed by leaders to communicate effectively within organizations. Students write, give oral presentations, and learn to employ electronic media effectively. Exercises employ numerous real or simulated business situations that require communication in different styles, using a variety of forms and methods. This course is purposely linked to other MBA program elements to form the linchpin in a Rockhurst MBA "effective communication" experience that begins in orientation and ends with a capstone assignment in business policy.
MG 6100. Leadership and Organizational Behavior (3 credit hours)
Course increases students' awareness of organizational processes and practices, including leadership, management, motivation, morale, group dynamics, interpersonal communications, conflict, and group problem-solving. The course provides conceptual insights and behavioral skills needed for successful leadership of continuous improvement in individual, team and organizational performance. The course also highlights the unique ethical, technological, regulatory and practical considerations for leadership within a range of contemporary organizations.
MG 6200. Human Resources Management (3 credit hours)
Course focuses on the emerging role of the human resources function in enabling higher levels of organizational performance. Traditional HR functions such as recruitment, selection, training, performance management, employee relations, career development, succession planning, equal employment, benefits and compensation are covered. Students will also discuss organizational structure and explore state-of-the-art employee participation and organizational design trends.
Course also explores human resource and design issues for small practices, non-profit organizations, and large for-profit health care systems. Through labor/management simulations, cases, and examples, students plan and negotiate hiring, retention, and retiring policies. The development of effective negotiation skills is stressed. Students will also explore how government regulation influences human resource management within health care organizations. Prerequisite: MG 6100.
MG 6225. Law and Social Responsibility (3 credit hours)
Course explores basic business law and regulatory compliance, with a focus on key laws and regulations impacting health care. This course also introduces students to contracting law pertaining to real estate, IT vendor decisions, medical malpractice, property & casualty insurance, and managed care. Students examine how health care leaders integrate regulatory compliance and social responsibility into the formulation of organizational strategy.
MG 6260. Quality Improvement Processes for Management (3 credit hours)
Performance measurement and quality improvement have become integral to management. "Report cards" are widely available, evaluating the care and service offered by companies and, increasingly, by individual employees. It is paramount that managers understand the meaning and importance of performance measures, as well as how to implement quality improvement programs to enhance service and outcomes. This topic area will help learners to define meaningful quality parameters, describe quality from the perspectives of customers, purchasers, regulators and other stakeholders, and apply basic tools and techniques of quality improvement.
MG 6360. Leadership, Ethics and Teams (3 credit hours)
This course explores theoretical and practical concepts of leadership, ethics and teamwork. Students consider the leadership competencies, behavioral styles, attitudes and values that contribute to or impair individual, team and organizational effectiveness in the context of various settings and stages of team formation, identifying methods used by leaders to create an environment conducive for lifelong growth and development. Students explore ethical challenges often faced by leaders, identifying frameworks used to guide organizations in fulfillment of their responsibilities to serve various stakeholders. Students reflect on the impact of personal vision and values on job satisfaction and effectiveness at the individual, team and organizational levels, identifying methods used to build team cohesiveness while respecting individual diversity.
MG 6500. International Business (3 credit hours)
Course introduces the student to the experiences of firms of all sizes , from many countries, to the issues of an increasingly complex and competitive global environment. Through case studies, current topical articles and lecture, the student is immersed in the internationalization process and multinational management from a manager's perspective. The student is expected to analyze and provide solutions to global issues confronting corporations. Prerequisites: MG 6100 and MK 5025.
HC 6125. Health Systems (3 credit hours)
Course surveys the major components and organizational interrelationships of the United States health care system. Students examine the various health care organizations (HCOs), personnel issues, delivery systems, policy, and payment mechanisms. This course introduces students to the public policy and business practice issues associated with access, cost and quality.
HC 6225. Strategic Analysis for Health Services (3 credit hours)
Course employs finance and marketing methods to analyze situations faced by contemporary health care organizations. Students learn how different management strategies affect financial performance. Through sensitivity analysis, they learn to simulate a marketing business decision. Students employ various techniques for forecasting, to include pro forma and regression analysis, and apply these techniques to business decisions. Prerequisites: HC 6125, FN 5025, MK 5025.
HC 6260. Medical Practice Management (3 credit hours)
Course surveys the major components and organizational interrelationships of medical practice management in the United States. Students will examine medical practice benchmarking, reimbursement, contract analysis and negotiation, operations management, quality management, budgeting and forecasting in medical practice environments. Prerequisites: HC 6125, FN 5025, AC 5025.
HC 6325. Policy and Politics of Health Care (3 credit hours)
Course examines political issues affecting contemporary health care services by analyzing policy goals, public policy formulation processes, and external environments. Analysis blends the use of managerial epidemiology, biostatistics, political and economic analysis, with an understanding of public health initiatives. Future health care leaders also gain an appreciation for how political structures determine interactions with local and national governments. Prerequisite or concurrent HC 6225, or approval by HCL program director.
HC 6425. Health Care Leadership Capstone (3 credit hours)
Course integrates core business concepts and managerial perspectives mastered earlier in the MBA program. Students write, present and critique business plans that define organizational vision, mission, goals, values, structure, systems and strategies for competitive advantage and growth. Student-developed business plans also describe the management processes by which goals and resources allocations will be continuously monitored and adapted. HC6225 must be taken prior to or concurrently with this course. This course must be taken as three of the last nine credit hours in a health care leadership MBA student's program of study.