HCMBA Curriculum and Required Core Courses


HCMBA students proceed through the 17-course degree program (34 credit hours) in lockstep cohort fashion, with subsequent courses building on what was learned in earlier modules.  The program is a two-evening per week, part-time format that continues for a 24-month period.  The students graduate during a traditional University ceremony in August at the end of their two-year program.

The HCMBA “curricular DNA” for students includes two interrelated strands of coursework where important connections are made between an MBA Foundation and the Business of Healthcare. The MBA business core includes content coverage in each of the basic functional areas of business:  accounting, finance, entrepreneurship, management, marketing, business technology, and operations.  As the first year advances, an increasing number of healthcare-specific business courses are taken, with industry-specific content in areas such healthcare informatics, healthcare economics, healthcare insurance & managed care, and healthcare quality improvement  & patient-centered care.

As students begin to move into the second year of the program, the healthcare focus is intensified, with enrollment in topics such as advanced healthcare finance, law and ethics, healthcare leadership, and healthcare strategic planning  among other courses.  

MGT 6430. Comparative Healthcare Systems (2). This is a survey course covering concepts, structures, functions, and values which characterize contemporary health care systems in the U.S and overseas. This includes an overview of the components of the health care delivery system as well as an analysis of current healthcare issues. We will compare the coverage, financing, and delivery of care in the U.S. with at least six other countries.

 Dr. Beth Woodard


MIS 6210. Healthcare Informatics and Technology Management (2). This course prepares graduate healthcare management students to interact with providers and IT personnel to manage information and information systems for integrated health care delivery. Topics include characteristics of health care data including standards; healthcare workflows as they relate to healthcare IT; major types of information systems in healthcare; the health care IT legislative environment; issues in health care interoperability including Health Information Exchanges; E –health and E-business in health care; the link between financial arrangements and HIT capabilities; issues of privacy, security and disaster recovery in health care, and implementation.

 Dr. David Wyant

ACC 6480. Corporate Financial and Managerial Accounting (2). This course addresses the three main purposes for which managers use accounting: (1) accounting information allows managers to understand, and learn from, the effect of past decisions; (2) managers use accounting to communicate with external constituents; and (3) managers use accounting to communicate plans and goals to subordinates and to monitor their performance over time. The course illustrates the use of financial reports to communicate a view of the firm to outside parties. Students will explore the benefits of financial reports as well as their limitations. The course also addresses some difficulties managers and accountants face in measuring and describing the economic substance of an organization. The course develops an understanding of how formal management systems can be used as levers to implement strategy and demonstrates how accounting data can be used to control operating performance.

 Dr. Lee Warren

MGT 6650. Organizational Behavior and Management (2). This course provides a foundation and understanding of human behavior in organizations, including the effect of organization structure, design, systems and culture on that behavior. The course explores current approaches, successful practices and models that managers use to influence individuals and groups within and outside the organization.




 Dr. Beth Woodard 

FIN 6100. Financial Management (2).  Prerequisite: Must pass entrance exam.  This course contains the basic financial concepts, tools, and techniques used by financial managers.  The topics covered include cash flow analysis, stock and bond valuation, capital budgeting, risk and return, the cost of capital, long-term financial planning, and strategic financial decisions.

 Dr. Sean Yoo

MGT 6250. Health Insurance and Managed Care (2). Will consider insurance payment mechanisms and alternatives as well as risk management, patient-provider relationships, antitrust and health legislation. Managed care will cover organizational models, operational issues in developing a managed care network, implications of ownership (profit vs. non-profit), actuarial issues, and the management of physician behavior. An overview of market characteristics for medical services with emphasis on factors underlying medical inflation; regulatory and market strategies for health care reform will be explored.

 Dr. Charles Wainright

ECO 6250. Healthcare Economics (2). Provides an overview of the characteristics of the market for medical services with emphasis on factors underlying medical inflation, and regulatory and market strategies for health care reform. The course presents both microeconomic and macroeconomic theories and concepts as applied to health care institutions, health care delivery systems, and the interrelationships of these health care delivery systems with other social, legal, political and economic organizations and systems. Concepts of efficiency, production, distribution, demand, and supply are examined in light of their relationships to health insurance, federal programs, health care personnel, health services organizations, and health policies.

 Dr. Kara Mitchell

FIN 6410. Advanced Financial Management in Healthcare Organizations (2). Basic principles of financial management with specific applications and modifications for health care organizations. The course makes extensive use of case studies and problems to apply principles.  Examples include financial ratios applicable to health providers and insurance companies, industry practices for cost accounting and financial accounting, cost effectiveness estimation, issues in the healthcare revenue cycle and value chain, recognizing sources of risk in reimbursement options and addressing risk in financial plans, the role of not-for-profits and financial issues across the continuum of care.

 Dr. David Wyant



MGT 6240. Healthcare Quality Improvement and Patient-Centered Care (2). Examines the application of quality improvement programs required in diverse healthcare organizations. The student is exposed to definitions and standards of quality in healthcare, as well as to various tools used to measure, evaluate and improve quality. Factors impacting quality improvement initiatives, including governmental and regulatory influences, accreditation standards and guidelines, quality programs and methods, and process redesign are analyzed. Emerging issues affecting the management of healthcare quality are discussed as well as how various clinical and non-clinical departments can design, practice (or collaborate in) the patient-centered care approach to providing healthcare services to the healthcare consumer. Topics including patient advocacy, clinical advocacy, patient satisfaction, employee satisfaction, contributions of patient advocacy for patient-centered care, policies and laws that support patient-centered care.

Mrs.  Karen York

MGT 6400. Management of Business Processes and Operations (2). This course is focused on design, integration, and improvement of the interrelated work activities that combine to produce an organization's products or services. Emphasis is placed on well-designed and well-managed operations as a source of customer satisfaction, reduced cost and sustainable competitive advantage. Topics include product and service design, process design and improvement, process technology, process planning and scheduling, strategies for dealing with fluctuating demand, procurement and supply management, and management of people. Quantitative models useful for operations analysis and decision-making are included.

 Dr. Grady "Stan" York




MKT 6450. Marketing Management (2). This course provides students opportunities to study and practice the managerial approach to marketing. Marketing managers are viewed as decision-makers and problem-solvers. The course includes lectures, case analysis, guest speakers, and team projects, which integrate the student's marketing background. Strategic choices of marketing mix variables are investigated in the context of industrial and consumer goods companies of various sizes.

Ms. Cheryl Read

MGT 6220. Healthcare Human Resource Management (2). This course deals with human resource issues in the health care organization.  Particular attention is directed to the specific functions of human resources, not limited to but including job analysis, recruitment & retention, selection, placement, training & education, performance evaluation, compensation and rewards, safety & benefits, management employee relations and legal ramifications of these functions. The relationships between the administrative, legal and technical structures and the professional relationships within the healthcare organizational structure (regarding the physicians, nurses, allied professions, and administrative personnel) will be studied in-depth.

 Dr. Charles Wainright


MGT 6440. Healthcare Law and Bioethics (2). This course covers selected legal principles and their application to the health field: Legal aspects of corporate liability, medical malpractice, admission and discharge processes, medical staff bylaws, informed consent, nursing, patient's rights, medical records, and governmental regulation of personnel and health facilities. The course also provides health care managers with guidance in preventing and dealing with managerial and biomedical ethical problems, suggests substantive ethical principles and procedural methodologies by which managers can understand, analyze, and resolve ethical problems.

 Dr. OC Ferrell & Dr. Linda Ferrell

ETP 6500. The Entrepreneurial Challenge (2). This course explores the contemporary view of entrepreneurship as a method of management applicable in enterprises of all sizes and stages of development. Within this view, entrepreneurs are "made, not born" as they develop different strategic orientations, different patterns of commitment to opportunity and differing perspectives on resource control, management structure, and compensation/reward policy. This orientation may be summarized as being more nimble with a persistent emphasis upon innovation. Completion of an entrepreneurship project is an integral part of the course.

 Dr. Jeff Cornwall

MGT 6750. Strategic Management (2). Prerequisites: ACC 6480, MGT 6400, MKT 6450. This course focuses on general manager's roles and needed skills, especially the ability to formulate and implement strategies. Key areas include vision, external and internal analysis, strategic alternatives and functional strategies. A variety of industry and organizational settings are examined. Instructional methods include a combination of readings, case studies, group and class discussions, guest speakers and a course project. Capstone course to be taken in the final semester.

 Dr. Beth Woodard

MGT 6270. Leading Complex Healthcare Organizations (2). This course directly explores the various applications of management and leadership principles and techniques to specific healthcare settings and venues. The course will include current topics within the field of healthcare management, leadership, and issues that healthcare executives face throughout their careers.  Emphasis will be on management and leadership situations of uncertainty as well as professionalism issues.  Additionally, operational, interpersonal, and ethical dilemmas will be explored in relation to quality, accountability, and other aspects of healthcare management.

 Dr. Charles Wainright

MGT 6350. International Business Study Abroad (2). Prerequisite: MGT 6300. Students travel overseas with a group to gain practical experience in an international environment. Prior to departure, students research the country and businesses to be visited to gain a better understanding of the working environments of their host. Once in the country, students explore and visit cultural, social, educational, and business environment in the one-week visit. A final class project, based on the student's research and experience is required.