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Management of Healthcare Institutions - HCMG 7304

Course Length: 8 weeks

In this course, you will review and analyze management and organizational theories and principles and apply them to the internal and external dynamics of the contemporary healthcare delivery organizations. In this way you will learn to diagnose issues and problems within those organizations. Discussions will focus on how various healthcare organizations interact with each other and stakeholders, as well as the challenges they face as they pursue their business goals while also pursuing their mission, vision and values. Coursework also explores the current healthcare regulatory environment and the impact of the new U.S. healthcare reform program on various healthcare organizations.

Coursework Highlights

Coursework is designed for engagement and collaboration. Here is an example of just some of the assignments and projects you will complete as part of HCMG 7304.

  • Discuss leadership, management effectiveness and working styles with classmates.
  • Write about organizational structure, management objectives and other relevant matters within strategic leadership.

Weekly Themes

Throughout the course, each week focuses on a different theme. Group discussions and coursework will align with that week’s theme, as well as its primary objectives.

Week 1 – Introduction

The first week of the course begins with a discussion about the reasons for integrating leadership theory into healthcare management practices.

Week 2 – Foundations of Healthcare Organizations and Special Leadership Variables

During week two you’ll learn about healthcare organizations (HCOs) and how they build a culture around their mission, vision and values. HCOs also empower their associates, encourage them to meet patient and customer needs, measure their performance and assure quality healthcare. HCOs use evidence-based medicine and healthcare practices, while also analyzing work processes systematically. Additionally, extensive boundary spanning and string internal relationships allow them to meet strategic planning challenges.

  • Learn the importance of building a culture that listens, empowers, trains and rewards employees.
  • Examine how to measure HCO performance.
  • Study critical issues that translate to customer satisfaction and quality healthcare.

Week 3 – Strategic Leadership and Foundations for Clinical Performance

In week three you’ll focus on the function of the governing board, the driving force of a healthcare organization. The board's critical functions include maintaining management capability; establishing the HCO's mission, value, and values; ensuring quality of clinical care; and monitoring performance against plans and budgets. Excellence in patient care is achieved through the use and continuous improvement of patient management and functional protocols based on the best available clinical practice.

  • Study the role of the governing board in establishing strategic direction.
  • Analyze how quality management helps assure healthcare quality in a HCO.

Week 4 – Physician, Nursing, and Clinical Support Services

As the clinical leaders of the HCO, physicians are accountable for the quality of care through service lines and monitoring of their individual performance, but they are given substantial autonomy to fulfill their role as agents for individual patients. This is the primary focus of your study in week four. Nurses have a major role in today's healthcare delivery system: assessing patients and monitoring outcomes, developing an interdisciplinary care plan, improving quality and ensuring patient safety, educating patients and caregivers, and designing a professional nursing practice culture. Patients receive care and services beyond what a physician and nurse provide, such as pathology, imaging, operating suites, anesthesiology, pharmacy, rehabilitation and palliative services, social service, and others. Together, these health care professionals comprise an interdisciplinary team.

  • Learn about the primary issues in organizational design related to physicians, including credentialing, recruitment and compensation.
  • Examine modern issues affecting nursing, such as the importance of recruiting and training an adequate amount of nurses.
  • Explore how to create a nursing culture of continuous improvement focusing on evidence-based healthcare.

Week 5 – Community Health and Knowledge

Community health focuses on sustaining the health and productivity of all citizens through prevention, chronic disease management, acute and rehabilitative care, continuing care, and palliative care. High-performing HCOs tend to pursue community health or a similar mission in a specific branch of healthcare. Community health involves assessing community needs, developing programs to meet those needs and evaluating the outcomes. In any HCO, knowledge management is a core logistic support activity providing the communication essential for care.

  • Learn how the mission, vision and values of a HCO are integrated into community health programming.
  • Study the importance of knowledge management in promoting the effective communication of data.

Week 6 – Human Resources, Environment of Care, and Financial Management

A HCO's employees constitute its most valuable and improvable asset. Therefore it’s in the HCO’s best interest to provide training, incentive compensation, recruitment service, and consulting on employee performance evaluations. The facility's appearance, signage, maintenance and disaster preparedness also need to be managed. Senior management and governance have a critical role in ensuring that accounting and finance functions, including the maintenance of financial data and records, are thoroughly and accurately carried out and that results are effectively used throughout the organization.

  • Learn how HCOs invest in human resources.
  • Discuss financial management’s responsibility in providing adequate financial resources.
  • Explore financial management’s key role in supporting an evidence-based culture and in promoting integrity in a HCO.

Week 7 – Internal Consulting and Marketing & Strategy

In week seven you’ll learn how the internal consulting activity supplies essential knowledge for evidence-based management. It is a clearinghouse for any factual need of the HCO. Such consulting provides an annual environment assessment and It facilitates legal, regulatory, and ethical review.

Marketing and strategy are intertwined activities. Marketing includes identification and segmentation of exchange partners, extensive listening, branding, promotion and public relations, and communication with competitors and other community agencies. Strategy involves defining and outlining the HCO's direction and relationships for growth and improvement.

  • Learn the use of PITs, planning teams, senior management and governance in internal consulting.
  • Explore how marketing and strategy is a reasonable approach to building exchange relationships.

Week 8 – Comprehensive Exam

Week eight marks the conclusion of the course. To test your competency on the subject material you will take a comprehensive exam of the material covered in the course to date.

Get Started

To learn more about this course, or other courses in the online MBA from Our Lady of the Lake University, call 855-275-1082 to speak with an admissions adviser or request more information.