Program Outline

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.

Program/Course Structure

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.


The mission of the Rutgers MHA program is to train entry-level and early-to-mid-level careerists throughout New Jersey and its neighboring regions for positions of increasing responsibility and leadership in the healthcare field, and to contribute to the health, economic, and social well-being of New Jersey and nearby communities through research, policy, and planning in healthcare.

Our graduates will be prepared to recognize and adapt to the challenges of a rapidly changing healthcare environment. Our practitioner-instructors provide our students with insights based on their broad industry experience, as well as an understanding of the challenges today’s health professionals will face as the field evolves. Our faculty is committed to advancing their professional expertise in the field of health administration, to ongoing innovation in instructional approaches and method, as well as contributing to the field’s knowledge base through research and service.


The Bloustein School’s Master in Health Administration programs strive to become top-tier, nationally-ranked programs in preparing entry-level, early careerists, and mid-career level healthcare leaders, in the rapidly evolving health administration profession. Our faculty, in conjunction with our Advisory Board, will energize our students to sustain their commitment to changes in approaches, processes, and strategies in the healthcare industry. In so doing, our students will become forward-thinking thought- and practice-leaders in healthcare, as the field faces future challenges and embraces future opportunities.


  • Excellence: Our MHA programs shall provide our students with curricular and instructional excellence.
  • Integrity: Instruction and mentoring throughout our MHA programs shall demonstrate to, and instill in, our students a lifelong commitment to the highest ethical standards and conduct.
  • Diversity and Inclusion: Our MHA programs shall embrace diversity and support inclusion in recruitment and retention of students, faculty, staff, and stakeholders. Our faculty is committed to insuring a learning environment where differing experiences and perspective will be freely and openly debated, amid a culture of acceptance and mutual respect.
  • Innovation and Forward Thinking: The MHA programs are a committed to currency, relevance, and improvement in healthcare. Our program’s leadership and faculty shall continually adjust and update our programs through regular efforts to monitor and review rapidly emerging trends and services.
  • Continuing Professional Development: The MHA programs shall instill in our students an understanding of, and commitment to, the need for lifelong continuing professional development. Our leadership and faculty shall regularly review the field for bases on which to update and refine our competencies, instructional methods, and assessment modalities.

Job analysis surveys conducted on a regular basis under the auspices of the American College of Healthcare Executives (ACHE) have identified well over 150 detailed competencies “needed to successfully perform as a healthcare manager regardless of the setting.”[1] Within this larger context, MHA programs typically identify domains and competencies that are consistent with their mission and goals. The following graphic represents the five domains within which the 19 competencies core to the Rutgers MHA program are contained. 

This image has an empty alt attribute; its file name is mha-competencies.jpg

Every core course in the program is linked to one or more of these competencies and it is the student’s responsibility to understand the nature of the competency and how he/she is developing such competencies as one progresses through the program toward graduation. Knowledge of these competencies should be considered essential.

The Healthcare Environment

1.1 Healthcare Structure: Demonstrate knowledge of different types of health services organizations, insurance providers, and healthcare providers.
1.2 Health policy, law, and ethics: Describe the health policy making process and ethical issues at the local, state, regional, and national level.
1.3 Healthcare quality: Determine the essential domains of healthcare quality assurance (Safe, Effective, Patient-centered, Timely, Efficient, Equitable).
1.4 Disparity in clinical and population-level health outcomes: Analyze the sources of existing disparity in health outcomes, both at an individual and community level, and tools to improve population health.

Leadership an Professional Development

2.1 Leadership theories, styles, and practices: Demonstrate understanding of different leadership theories, styles, and practices, and managing change and expectations in a wide variety of health services organization.
2.2. Strategic planning: Understand the importance and the process of strategic planning in a healthcare organization to meet the organization’s mission and vision and efficient allocation of resources in different situations.
2.3 Ethical leadership and commitment to lifelong learning: Demonstrate ethical values, responsibilities, and pursuit of lifelong learning.

Management and Business

3.1 Quality improvement and measurement: Determine the importance of quality improvement tools like LEAN, Six Sigma to improve clinical and operational outcomes.
3.2 Financial analysis and budgets: Understand and apply the basics of financial management, budgeting, and interpreting different financial matrix to measure organizational performance.
3.3 Operational management: Analyze different approaches for healthcare delivery and organization of services
3.4. Human resource management: Examine various principles of human resource management and regulatory requirements in healthcare.
3.5 Health Information systems: Demonstrate the understanding of the role of health information systems for administrative and clinical purpose and emerging issues like cybersecurity and data privacy and security in healthcare.
3.6. Ethics and compliance: Assess ethics and regulatory compliance issues in healthcare.
3.7 Data Analytics: Apply different statistical analysis techniques and the use of data visualization software to healthcare data for benchmarking and business intelligence.

Communication and Relationship Management

4.1 Written communication: Demonstrate effective written business and verbal communication skills.
4.2: Oral Communication: Demonstrate effective verbal communication skills, in individual and group settings
4.3: Team Dynamics: Explain the importance of teamwork in a healthcare setting and developing competencies to work effectively in different roles within a team.

Entrepreneurship and Innovation

5.1 Entrepreneurship and Innovation: Understand the concept and examples of disruptive technologies and applies them to the healthcare industry to promote innovation.
5.2 Emerging Technologies: Examine the role of emerging technologies on the healthcare delivery system and consumer behavior.

Healthcare Executive 2018 Competencies Assessment Tool, American College of Healthcare Executives, at:, p.1.

Course Offerings

  • 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
Campus Fee $805.50 $805.50
School Fee $177.00 $177.00
Computer Fee $160.50 $160.50
Total $7,344.00 $11,475.00

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.