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Organizational Excellence Concentration

The 36 credit MS in Healthcare Management with a concentration in Organizational Excellence is made up of 8 core courses and 4 elective courses. Courses can be completed 100% online or in a blended format. The blended format is a combination of online courses and on campus courses that are offered at our Concord, Massachusetts campus. 

The entire program reviews the knowledge areas in the Board of Governors examination in Healthcare Management that is a component of the requirements to become a Fellow of the American College of Healthcare Executives (FACHE). 

The four elective courses in the concentration includes Lean Six Sigma Methodology in Healthcare (Green Belt), which employs a five-step approach, Define-Measure-Analyze-Improve-Control (DMAIC). This approach utilizes a data-driven improvement cycle used for optimizing and stabilizing business processes and designs. This methodology in healthcare focuses on improving the patient experience, by making sure that the processes that are being used are consistently delivering the desired results, and on eliminating life threatening errors such as those involving medications and falls.  To learn more about the need for six sigma methodologies in healthcare, Click Here.

Students who choose this track may go on to become certified by the American Society for Quality (ASQ) in one of their 19 national certifications. Many healthcare employers are investing in certification for employees and are seeking those potential employees who are already certified.

Curriculum & Schedules

Code Course Name Credit Hours
CIM634 Strategies for Fiscal Management 3

This course focuses on the communication and use of financial information for the purpose of making sound economic decisions. Students learn to read and analyze financial information as presented in a firm’s annual report and SEC 10K with a concentration on Financial Statements, Income Statement, Balance Sheet and Statement of Cash Flow. Financial analysis techniques are used to interpret this information and evaluate the performance and financial health of a business. Students will examine the financial decision-making processes to determine capital budget project selection and capital budget financing. This course emphasizes analysis, rea-l world application, and communication.

HCM500 Principles of Healthcare Service Excellence 3

This course discusses ways for healthcare management personnel to provide service in a competitive marketplace. Students will analyze theories, methods, and techniques with regard to strategy, staffing, and systems. Topics discussed will include areas such as building a customer service culture; training, motivating, and empowering staff; measuring service quality; managing service waits; and recovering from a service failure.

HCM501 Healthcare Law, Policy and Ethics 3

This course addresses the legal issues that are most prevalent in the delivery of healthcare. Emphasis will be on the common issues that healthcare professionals encounter. The student will be introduced to various legal terms, policy and statutes and their relationship to the healthcare system process. Additionally the student will be provided with foundational knowledge regarding healthcare law and ethics and the effect on healthcare policy.

HCM502 Managing Healthcare Delivery Systems 3

This course discusses the complex organizational dynamics and structures that dictate the interactions among the major components of the U.S. Healthcare System.

HCM503 Strategic Planning in Healthcare 3

This course provides information on the importance and process of strategic planning in response to the rapid transformation in healthcare delivery. Students will examine and formulate strategies to assist in analyzing their organizational factors critical to strategic planning in order to achieve the organization’s mission.

HCM510 Six Sigma Lean Methodology in Healthcare 3

As a member of a Six Sigma project team, students will learn how to lead and executive process-level improvement projects. They will develop process flow charts, collect and analyze data, develop hypotheses, and use basic statistical tools to determine optimum ways to reduce cost, improve processes and increase customer/client satisfaction. Where applicable, students will design simple experiments to validate theories. This hands-on class will focus on projects to eliminate waste and defects by applying lean and Six Sigma methodology. In-class case studies will focus on Healthcare issues.

HCM511 Continuous Improvement Tools and Techniques 3

To remain competitive, organizations must continuously seek new ways to be efficient and effective in their work processes. The tools and techniques taught in this course can be applied to any type of organization including: for-profit organization, nonprofit organization or government agency. In this course, students will learn the following continuous improvement tools: Cause and Effect Diagrams, Flow Charts, Checklists, Pareto Charts, SWOT Analysis, Brainstorming Techniques, the 5 Ys, Root Cause Analysis, and Corrective Action Techniques.

HCM512 Change Management/Project Management Integration 3

The objective of this course is to provide an understanding of the importance of integrating change management and project management activities. Typically, the study of project management focuses on the tasks and activities needed to accomplish a project: who, what, when and how. It provides project structure and addresses the actions, deliverables and outcomes. However, change management focuses on the people impacted by the change and ways to reduce resistance to change and to elicit behaviors to support change. Although change management is critical to the success of any change intuitive, it is often forgotten and not integrated into project management theory. This course stresses the importance of addressing the “people” aspect of a change project.

HCM513 Economics and Finance in Healthcare 3

This course will provide an overview of the key factors affecting the economic and financial management of healthcare organizations in today’s environment and provide the knowledge necessary for health service managers to apply financial management theory and principles to help make decisions to promote the financial well-being of the organization.

MBA520 Organizational Behavior and Leadership 3

The “individual” and employee-management relations are examined so the student can develop an understanding of interpersonal interactions and behavior within entrepreneurial businesses. Both theory and practical perspectives are used. Topics include: motivating and inspiring employees, leadership development, group and team dynamics, human resources systems, decision-making, conflict management, negotiation strategy, intercultural relations, communication in the workplace, innovation and entrepreneurial thinking, and managing change. Learning is reinforced through case studies and experiential exercises.

MLN500 Introduction to the Theory and Practice of Negotiation 3

This is the introductory course to the theory and practice of negotiations and will serve as one of the foundational classes for the degree. Students will learn the history, development and evolution, core theories, and varying frameworks in the field. They will also have the opportunity to engage in experiential activities that will provide them with practice developing their skills.

NMP605 Financial Management in the Nonprofit Sector 3

This course provides a foundation for effective financial nonprofit decision making to promote the financial sustainability of nonprofit organizations in these challenging times. Upon completion of the course the student will: possess an understanding of financial systems as they apply to nonprofit organization; be able to analyze and evaluate the financial health of a nonprofit organization and determine its financial strengths and weaknesses; and use a variety of strategies to improve the financial condition of a nonprofit organization including “quick analysis”, budgeting and cost controls, understanding the nonprofit’s “economic engine,” and developing “unrestricted” funding streams.