EXECUTIVE MHA CREDITS
The Bloustein School MHA curriculum is designed to meet the Commission on Accreditation of Healthcare Management Education (CAHME) standards; accordingly, the program requires 45 credits for the degree.
The executive cohort program is designed as a learner driven model, and students will meet in formal face-to-face sessions once a week, or for approximately one-third the time as a standard course. The program schedule is 2 hours 40 minutes on Saturday mornings (instead of 7 hours and 20 minutes for a standard set of courses). However, students will be engaged in equivalent learning activities to those in face-to-face sessions which generally can be done at times that are more family and work schedule friendly. So, the Executive program provides the best of face-to-face, online, and learner driven strategies.
Under the “normal” model of 3 credit courses, the Executive MHA contains the equivalent of 13 three credit courses, and one 6 credit course. These courses are listed below in italics and in parentheses for you to see how discrete courses have been integrated in an innovative curriculum. In short, the program philosophy is that treating professional development in three credit black boxes is insufficient to challenge emerging leaders for the field. Accordingly, the Executive Program is designed to mirror on-the-job learning by integrating multiple content areas and issues and challenging emerging leaders to develop solutions to real problems.
- Executive Theory Cluster (Spring 2017: 9 credits): This cluster starts with an inside view of how high performing organizations function and perform in the current competitive healthcare setting and then examines how key economic, legal and business forces impact health care delivery in the United States. Students will gain a core understanding of critical management theory, fundamental economic principles, and healthcare law and ethics. A team based exploration of how technology and policy influence clinical, ethical and managerial decision making in a health care setting will then set the stage for learner centered case studies. This cluster covers the core elements in 501:501 Principles of Health, Administration (3 credits), 501:512 Health Care Economics (3 credits) and 501:556 Health Care Ethics & Law (3 credits)
- Executive Practice Cluster (Summer 2017: 3 credits): Students are challenged to demonstrate critical thinking, innovative problem solving and strategic planning in this ‘hands on’ experiential learning module aimed at fine tuning the skills and tools needed for success as a fast tracked manager. Guest speakers, field experiences and real world case studies will lay the foundation for student centered learning and interactive, technology driven teaching.
- Executive Management Cluster (Fall 2017: 9 credits): This cluster focuses on integrating key management functions at an advanced level including such important topics as the role of value based performance in health structure; strategies for growth and financial sustainability and; an understanding of various cost-structures and their impact on an organization’s financial performance. We then shift to healthcare marketing and focus on the 4Ps, market research and data analytics, consumer engagement, social media and market driven planning. Students will be exposed to modern techniques and processes to achieve maximum performance, and understand how senior administration evaluates performance.
(This cluster covers the core elements in 501:515 Finance for Health Administration (3 credits), 501:563 Operations for Health Systems (3 credits)and 501:554 Marketing for Health Care Organizations (3 credits))
- Executive Leadership Cluster: (Spring 2018: 9 credits) Students are challenged to develop core competencies in leadership through an in-depth exploration of emotional intelligence and its impact on their leadership abilities. We then incorporate an understanding of the key accounting concepts including general ledger, chart of accounts, accounts payable, accounts receivable, income and operating statements and their application to informed decision making in healthcare organization. The cluster culminates in a special topic course that focuses on scenario based strategic planning focused on some of cutting edge healthcare challenges by bringing top CEOs and healthcare leaders into the classroom to discuss real life problems. Students work as a cohort to take on these problems and identify innovative and viable solutions.(This cluster covers the core elements in 501:590 (3 credits) Leadership and Professional Development (3 credits), 501:571 Financial Accounting for Managers (3 credits) and a Special Topic Seminar (3 credits) that explores strategic thinking at the senior management level.)
- Executive Professional Development Cluster (Summer 2018: 6 credits): Students create a business portfolio that demonstrates their professional development and managerial achievements by highlighting individual and team based projects accomplished during the course. Projects must apply theory to practice and address critical management problems or major health care delivery issues. Outcomes must showcase student’s critical thinking, communication, and ethical decision making, creative problem solving and leadership abilities.
(This session equates to a six credit practicum)
- Executive Innovation Cluster (Fall 2018: 9 credits): Emerging technologies are changing the healthcare paradigm at a rapidly accelerating pace. This cluster focuses on information management starting with how EHRs, cost accounting systems and patient portals operate and the challenges they present to providers. Students understand the dynamics of physician practices, free standing clinics, hospital organizations, imaging and lab centers and how to integrate the patient information. We then move to population health as students examine the complex economic, environmental, social, and behavioral causes affecting population health. They learn descriptive and analytic epidemiologic methods to describe the health of populations, locate and use population health indicators to assess community health and determine community risk factors, evaluate existing programs and community resources, and plan medical services to fill gaps. Finally students focus on how to strategically plan for emerging technologies such as telemedicine, robotics, personalized medicine and others that will drive the health agenda into the future.
(This cluster covers core competencies in 501:525 Information Systems for Healthcare; 501:520 (3 credits) Epidemiology for Health Care (3 credits) and a special topic course: Managing Innovation in Healthcare (3 credits))
PROGRAM COST STRUCTURE
The program costs vary from semester to semester and depending upon in-state versus out of state student status. Outlined below is the SPRING 2017 admitted cohort semester charges:
|Tuition/Fee||In state||Out of State|
|9 Credit Cluster||$6,201.00||$10,332.00|
The average per-credit cost including all fees is $816 and $1,275 respectively.
Tuition for summer session would be based upon 3 credits, but with the same rate as spring and less fees. Fall 2017 and Spring 2018 charges are determined in July 2017 but assume a 2.5 or 3% increase in tuition and fees.
All charges are officially outlined on the Rutgers Student Accounting, Billing and Cashiering website.