Online MBA Curriculum

The Foundation of Leadership

The MBA curriculum from Widener University was designed to help you accelerate your career. We’ve created online MBA courses that prepare you with the knowledge and leadership skills you need to take on any sector in today’s business environment.

Combined with advanced career preparation, you’ll graduate with the competencies to impress employers and make a difference in your organization.

MBA Credit Breakdown

  • Total credit hours: 33
  • Core course credit hours: 24
  • Elective course credit hours: 9
  • Total courses: 11 (students may be required to take up to 5 foundational courses depending on prior coursework)
  • Non-credit professional development hours: 5

Professional Development

Be prepared to step into your next role having learned about ethics, advanced interviewing, and negotiation during five professional development workshops. You’ll learn how to develop your personal career plan, build your professional network, approach potential misconduct, and enhance your ethical decision-making skills so you’ll be ready to become a strong, effective, and ethical leader.

Start with a Solid Foundation in Business

Our online MBA program offers up to five foundation courses that you may need to take prior to the core curriculum. However, you may be able to waive these foundation courses on a course-by-course basis if you have completed equivalent coursework in your prior undergraduate or graduate program. See the list of course requirements below.

You’ll be prepared to step into a leadership role with our comprehensive general business administration track—or choose a concentration in business process management or health care management.

MBA Program Outcomes

The Online MBA Program at Widener University prepares students for successful business careers and leadership positions. Graduates will:

  • Have the ability to make ethical decisions and promote effective codes of ethics that meet the expectations of a broad group of stakeholders.
  • Demonstrate the ability to foster an environment of creativity and to lead a process of innovation aimed at improvements in products, services, and business processes.
  • Be able to position their units, teams, or firms for success by applying and demonstrating the core competencies of leadership, including intrapersonal, interpersonal, team organizational and strategic leadership.
  • Identify, analyze, and solve organizational issues using appropriate analytical techniques.
  • Communicate effectively and professionally within business situations.

MBA Program Curriculum at a Glance

Foundations**

This course provides students with a basic understanding of the tools of algebra and calculus. The course also introduces students to the concepts and methodology of statistical analysis that enables them to make decisions using quantitative tools.

Course outcomes:

  • Explain the difference between the mean, median, and mode and the usefulness of each measure of central tendency
  • Discuss the meaning of measures of dispersion and be able to calculate the standard deviation for any set of values
  • Describe the meaning of probability and apply elementary probability rules in solving problems
  • Work with discrete probability distributions, including Binomial and Poisson distributions
  • Use the normal distribution to find the area under a normal curve between two points
  • Explain the sampling distribution of the mean and the sampling distribution of the proportion
  • Find confidence intervals for parameter estimates for both small and large samples
  • Perform hypothesis testing on population means, comparisons of population means, population proportions, and comparisons of population proportions;
  • Calculate a simple regression and the associated statistics, and analyze and interpret the output of simple and multiple regression;
  • Explain the trend, seasonal, cyclical, and irregular components of time-series; use the ratio-to-moving-average method to calculate seasonal indices, and seasonally adjust a time-series.

This course is designed for graduate students with little or no prior experience in accounting. The course familiarizes students with the fundamentals of external financial reporting for business enterprises and not-for-profit entities. The financial accounting segment of the course focuses on the preparation, analysis, and limitations of financial statements in accordance with U.S. generally accepted accounting principles (GAAP). The conceptual framework that serves as the basis on which financial reporting standards are developed is also discussed. A brief overview of international financial reporting standards (IFRS) is also provided. The managerial accounting segment of the course covers such internal reporting issues as break-even analysis, capital budgeting, cost behavior patterns, and cost allocation. The legal component of the course addresses the formation of different types of business entities (e.g., corporation and partnership) and the regulatory role that the SEC, PCAOB, and Sarbanes-Oxley play in financial reporting.

Course outcomes:

  • Examine the definition and purposes (roles) of accounting as part of the management information system; to understand the role of the external auditor in the financial reporting process; to introduce students to the U.S. and International Accounting Standards setters (FASB and IASB).
  • Understand key basic concepts and principles (assumptions) of accounting, such as economic entity, going-concern, historical cost, conservatism, monetary unit, cost accrual and deferral, matching and revenue recognition, full disclosure, double-entry accounting, and periodic reporting.
  • Understand the concept of accrual basis accounting vs. cash basis accounting and how this affects the preparation of an income statement, retained earnings statement, balance sheet and statement of cash flows.
  • Perform transaction analysis and to examine the types of accounts used in recording transactions, and their effects on the financial statements.
  • Examine and analyze the components of financial statements and distinguish current assets and liabilities from non-current assets and liabilities, to differentiate between operating, investing and financing activities, and to understand how financial statements are used as a measure of organizational performance (e.g., ratio analysis).
  • Understand the different forms of financing (i.e., debt vs. equity) available to organizations and how to account for them.
  • Identify the weaknesses and limitations of external financial statements and to introduce students to the accounting standard-setting process (i.e., regulatory environment) in the U.S. including the role of the FASB, SEC, Sarbanes-Oxley and the PCAOB.
  • Examine the concepts of owner's equity and net assets and introduce the distinct presentations and accounting terminology used by selected private not-for-profit business entities such as health-care providers.
  • Differentiate managerial from financial accounting and to distinguish external reporting requirements (GAAP) from internal reporting needs.
  • Examine and identify cost behavior patterns and utilize the information for capital budgeting, break-even, present value analysis, and cost allocation purposes.
  • Perform financial statement analysis using liquidity, profitability, and leverage ratios.
  • Dispel many of the stereotypical views about accountants.
  • Examine the standards of professional conduct issued by the Institute of Management Accountants (IMA).
  • Show the basic accounting, tax, and legal differences among various types of business entities (e.g., corporations, partnerships, LLCs, LLPs, etc.).

This course provides students with the foundations of management. It covers the functions, roles, and skills of management; basic concepts in organizational behavior and dynamics; and an introduction to strategic management. The theories, models, and issues addressed serve as the building blocks of knowledge that students will need and use in more advanced courses in the core MBA program.

Course outcomes:

  • Correlate self-concept, personality, emotions, and values to work performance.
  • Correlate intelligence, ability, attitudes, job satisfaction, and learning to work performance.
  • Illustrate strategies to overcome social perception and attribution, diversity, and stress to improve performance.
  • Compare and contrast content and process theories of motivation.
  • Explain the use of goal-setting, feedback, rewards, and reinforcement, in improving performance.
  • Examine the structure, size, and design of teams, and the effect of norms and roles on behavior.
  • Examine techniques for effective teamwork, especially in problem-solving and decision-making.
  • Examine barriers to communication and apply techniques of effective communication.
  • Differentiate functional and dysfunctional conflict and apply conflict management techniques.
  • Apply influence, power, and political tactics to achieve performance-related goals, consistent with ethical principles.
  • Select elements of organizational structure to optimize employee motivation.
  • Correlate organizational culture to employee motivation.
  • Examine employee responses to organizational change and apply strategies to overcome resistance to change.
  • Apply leadership theories and styles to improve employee motivation.

The primary objective of this course is to expose students to a broad foundational survey of the finance discipline. This broad exposure enables participants to improve communication with finance professionals, contribute to financial decisions, and better understand financial statements. The course covers topics in the area of financial institutions, investments, and business finance. It is expected that at the end of the course, students will have received an integrated perspective of how business and individuals are affected by markets and institutions and how markets and institutions can be used to achieve the goals of individuals and businesses.

Course outcomes:

  • Understand how financial management fits into the overall operations of the firms.
  • Understand the relationship between institutions and markets, and the basic function of the money and capital markets.
  • Determine the financial strength of firms, by analyzing key financial ratios.
  • Understand the importance of time value of money in finance.
  • Understand the concept of capital budgeting, and how it is associated with organizational strategy and wealth maximization.
  • Understand the concept of cost of capital and how it is used by businesses to make investment decisions.
  • Make judgments about an organization's optimal capital structure.
  • Determine how investors measure risk and return on investment, and how the macroeconomic environment contributes to changes in the required rate of return for individual investment and investments in general.
  • Understand how investment objectives are set and how investment instruments are selected to match investment objectives.
  • Understand the basic features of various financial instruments and analyze factors that affect their values.
  • Understand Capital Market Theory and how the Capital Asset Pricing Model is used to determine the required rate of return on any risky asset.
  • Understand the concept of market efficiency; use spreadsheets to enhance financial analyses.

Directed toward students with little or no preparation in economics, this course focuses primarily on principles of micro- and macro-economic analysis as applied to management decision making in both the private and public sectors. This course is devoted to examining the operations of output (product) and input (resource) markets as they relate to the demand and supply decisions by households and businesses, to trade with other countries, and based on analyzing the determinants of an economy's levels of output, income, employment, and prices. In addition, the overall economic impacts of government fiscal and monetary policies are studied. Topics include demand elasticities and revenue strategies, production and cost functions, price-output decision making in different types of market structures, input pricing and usage in various factor markets, and determinants of international trade, domestic income and product accounts, basic consumption and investment theories, fiscal and monetary policies for economic stabilization, inflation-unemployment tradeoff controversies, federal government budget deficits and debt management issues, and the macro-economic impact of international trade.

Course outcomes:

  • Assessing global economic behavior and policy from a moral and ethical perspective through discussion.
  • Articulating one's view on the appropriate role of government in managing the national economy.
  • Familiarizing students with the history of microeconomic theory.
  • Using graphical analysis and mathematical calculation to draw conclusions about economic occurrences.
  • Using economic theory to:
    • identify the right questions to ask instead of just the right answers.
    • determine the impact of various factors on specific markets.
    • explain current events or the likely impact of a government policy.

Core Curriculum

This course provides students with the knowledge, techniques, and skills needed to become effective leaders of organizations, groups, and people. Effective leaders acquire the credibility to lead by positioning their organizations/units for desired results and success in the marketplace. They influence external and internal stakeholders by engaging in a range of leadership styles and techniques that are appropriate for the situation. They build and manage effective teams, and deploy a variety of interpersonal and ethical skills to inspire and motivate people into following them. Students in this course will understand and appreciate how leadership is exercised at the strategic, organizational, group, and individual levels. Students will develop strategic positioning, team building, ethical, and interpersonal skills. Students will recognize their own leadership style and how a wide range of styles can make them more effective leaders. Foundation: BUS 551 or equivalent.

Course outcomes:

  • Formulate positioning strategies to address environmental pressures and performance issues, achieve competitive advantage, and deliver desired results for a firm or unit.
  • Recognize your own preferred leadership style and the need for a full complement of leadership styles, create a plan for developing these styles, and be able to pick the style that is appropriate for the situation.
  • Analyze team effectiveness and recommend team-building interventions to create an appropriate team context, manage team dynamics, and improve team performance.
  • Identify leadership-related causes of organizational problems and propose adaptive, transformational and interpersonal techniques to improve leadership.
  • Perform ethical analysis and use ethical principles to make ethical decisions and improve organizational integrity.

The Information Age has had profound implications on the structure, management, and strategies of the modern organization. Students will examine these transformations with particular emphasis on information systems (IS) as an enabler and driver of corporate strategy, electronic business, and inter-organizational information systems, business intelligence, and knowledge management. In addition, because data is at the core of effective business decision making, students will also focus on data from its collection and consolidation through analysis and modeling, with particular emphasis on decision theory and data mining techniques. Ensuring data validity, reliability, security, and privacy are emphasized. The course requires students have Excel 2010 (or lower) and a working knowledge of spreadsheets. Foundation: BUS 518 or equivalent.

Course outcomes:

  • Identify how information systems and data analytics are able to both drive and enable business strategy.
  • Identify and examine emerging technologies as they relate to the student's organization/industry.
  • Summarize data simply, clearly, accurately and compellingly for managerial decision making.
  • Use analytical techniques correctly to address managerial decisions and communicate the solutions clearly, concisely and compellingly.
  • Understand the challenges in developing and managing information systems.

Managerial economic concepts and methods are used for developing business strategies and making business decisions. Students will examine how to increase profit while valuing the objectives of multiple stakeholders. Students will apply economic theory and use economic tools to make decisions that enhance business sustainability. Students will be encouraged to use creative ideas for problem-solving. Students will learn how to utilize concepts such as marginal analysis, demand estimation, forecasting, barriers to entry, pricing strategies, risk analysis, and dynamic versus allocative efficiency to make managerial decisions. Foundations: BUS 518 or equivalent and BUS 538 or equivalent.

At the conclusion of this course, students will be able to:

  • Analyze the critical dimensions of change and the effectiveness of existing or proposed change initiatives.
  • Evaluate alternative approaches to change and pick an approach that is appropriate for the situation at hand.
  • Diagnose sources of resistance and create initiatives for managing the human and political aspects of change.
  • Identify systemic, structural, and cultural levers that must align to build capacity for change in organizations.
  • Develop strategies for implementing change that involve mobilizing for change, building and sustaining momentum, and institutionalizing change.

This course presents marketing from the perspective of an individual manager or firm in the design and implementation of the marketing mix, target market selection, environmental assessment, and information management. Students will learn how to seek, gauge, and respond to customer preferences, to champion continuous value creation strategies, and pursue customer-driven excellence. Learning is enhanced through the use of a marketing simulation. Foundations: BUS 538 or equivalent.

Course outcomes:

  • Apply research analysis in various, including global, environments.
  • Utilize the consumer decision-making process.
  • Create effective, integrated communications aimed at one or more market segments.
  • Apply innovation models to develop satisfying products.
  • Justify appropriate corporate social responsibility actions for brand enhancement.

This course provides an in-depth understanding of business transactions, the elements of corporate financial statements, and the use of financial statements to evaluate company and management performance through the use of financial metrics including the balanced scorecard and horizontal and vertical analysis. Students will evaluate management performance based on the examination of asset utilization, growth, profitability, cash flow, and financial health. Students will gain an understanding of the limitations of financial metrics. Students will examine accounting-related ethical issues as well as the impact of the Sarbanes-Oxley Act on management's responsibility for internal control over financial reporting. Students will utilize cost-volume-profit in analyses. Students will examine the goal of sustainable development, the current trend of expanding traditional external financial reporting to include sustainability and social reporting, and the sustainability reporting framework and standards developed by the Global Reporting Initiative. Foundation: BUS 528 or equivalent.

Course outcomes:

  • Describe the various financial statements/financial analytics and how they can be used to make business decisions.
  • Identify the places a Business Manager can go to collect financial data on their own company or a competitor.
  • Assess available financial data to make decisions about the use of company resources, to build/buy or to increase production.
  • Demonstrate an understanding and identification of various Key Performance Indicators (KPI) and use the Balanced Scorecard report and link to a company's strategy and budget process.
  • Recognize the importance of Sarbanes/Oxley and Corporate Governance within a company's structure.
  • Recognize the risks and implications to company strategies, financial results, budgets, and forecasts.

The objective of this course is to give students an understanding of the role of finance in the overall management of a firm. The course will focus on the following concepts: financial planning and forecasting; short-term and long-term financing decision; valuation of assets and projects under certainty and uncertainty conditions; cost of financial capital and its application to capital budgeting; and business valuation issues including approaches to the execution of mergers, acquisition, and exit strategies. Students will examine the behavioral theories of corporate finance and the impact of managerial biases on capital budgeting and capital structure decisions. The ability to collect, analyze, and present financial information is crucial for the success of a venture. Therefore, students will devote time to building quantitative, analytical, and financial decision-making skills. Foundations: BUS 568 or equivalent and BUS 645.

Course outcomes:

  • Develop and deploy business governance principles and processes following ethical principles that meet the expectations of a broad group of stakeholders.
  • Demonstrate the ability to foster an environment of creativity and to lead a process of innovation aimed at improvements in products, services, and business processes.
  • Position units, teams, or firms for success by applying and demonstrating the core competencies of leadership, including intrapersonal, interpersonal, team, organizational, and strategic leadership.
  • Identify, analyze, and solve organizational issues using appropriate analytical techniques.
  • Communicate effectively and professionally within business situations.

This course will provide students with knowledge, skills, tools, and techniques to develop and improve processes and systems needed for their organizations to succeed in a highly competitive environment. Students will learn how to create agile organizations that are capable of rapidly identifying customer needs and developing processes that facilitate the development of products and services demanded by customers. A key part of this course is understanding and measuring processes, so that they can be improved in order to consistently meet customer requirements. To achieve this, students will use process analysis and measurement techniques developed from a variety of disciplines including quality improvement, management science, and managerial accounting. These include: Process and Work Redesign, LEAN, Six Sigma, ISO9000, and PDCA. Students will learn how to apply tools such as control charts, Pareto charts, affinity & fishbone diagrams, XY charts and force field analysis. Students will study the supply chain to examine how organizations can deliver what customers want, when they want it, and at a competitive price. Capabilities of enterprise resource planning systems are covered as a process governance mechanism. Finally, students will use benchmarking as a tool to not only measure and compare performance but also demonstrate how that leads to improved results. Foundations: BUS 538 or equivalent and BUS 615.

Course outcomes:

  • Define, measure, analyze, improve, and control processes.
  • Apply a multi-functional approach to develop integrated and internally consistent solutions to performance problems.
  • Improve processes by applying benchmarking techniques.
  • Describe the basic features of quality improvement methodologies such as LEAN or Six Sigma.
  • Apply change management skills to implement a process change.

This capstone course focuses on the most vital task of a manager—managing the organization for superior results. This task involves setting the organization on the right strategic path, creating a set of appropriate measures and guidance systems, developing an integrated set of functional strategies that work together to give the firm a competitive advantage, and finding new ways to generate greater value through innovation, new market creation, and globalization. To manage for results, managers have to play the role of integrator, innovator, and global strategist. In this course, students learn how to do all three.

As integrators, managers ensure that various parts of the firm work together in harmony. They make sure that actions in one part of the company do not counteract those in another part, that production and marketing choices are aligned, and that new products launched by the firm complement the old.

As innovators, managers find new ways to generate revenue for the firm. They go beyond existing competition to develop new market spaces and find new ways to create value for the customer.

As global strategists, managers identify and leverage opportunities that emerge in the global economy. They use arbitrage, adaptation, and aggregation strategies to tap into global markets and profit from international operations.

This course helps students develop skills to reconfigure organizational functions and integrate cross-functional decisions for competitive advantage. Students learn to develop value curves that will take the firm into new and less competitive market spaces. They become proficient at developing global strategy. To do all this, students draw upon and integrate the knowledge that they acquired in previous MBA courses.

This course will provide students with the conceptual knowledge and techniques required to become effective integrators, innovators, and global strategists. They'll learn how to approach a firm's action and performance with a holistic and integrative approach.

Course outcomes:

  • To identify causes of poor business results – by measuring the firm's performance using balanced scorecards and strategy maps, deconstructing its strategy to examine the underlying functional activities, identifying the interactions among these activities, and determining whether and how they contribute to the firm's competitive advantage.
  • To develop effective and integrated strategies (externally, internally and dynamically consistent sets of functional decisions and value chain activities) that have a positive impact on business results.
  • To be effective integrators – by making decisions that cut across functional boundaries in a manner that is mindful of interactive effects.
  • To be effective innovators – by developing value curves and applying value innovation approaches that take the firm into new market spaces.
  • To be effective at global strategy – by identifying global opportunities and developing plans to pursue them through arbitrage, adaptation, and aggregation strategies.
  • To apply concepts, tools and techniques learned in this and other core MBA courses to practical situations via case analyses, projects and other exercises.

General Electives*

Businesses whose managers have superior interpersonal skills have significantly higher profits and lower turnover than those without such skills. In fact, people management skills are three times more powerful in influencing financial success than market share, capital intensity, size, and industry return on sales combined. Yet, industry leaders say that business graduates are lacking in management and interpersonal skills. Managers are still struggling with questions like "How do I motivate my people to commit to a new idea?", "How do I communicate with poor performers without creating a defensive reaction?", and "How do I negotiate for resources in a hostile environment?" This course takes a hands-on "learning by doing" approach to provide students with the people management skills needed in a dynamic work environment. Interactive exercises, role-plays, simulations, and video-based cases are used to build personal, interpersonal, and group skills. Personalized feedback and a focus on behavioral change enables students to become more aware of their strengths and weaknesses, and to acquire skills in areas such as communication, motivation, conflict management, negotiation, teamwork, and leadership. Students also learn how to institutionalize the skill set by "hardwiring" it into the organizational system. Prerequisite: Permission of the instructor.

Course outcomes:

  • Self-Awareness – recognition of own value system, emotional competence, management style, and adaptability to change.
  • Communication Skills – the ability to coach and counsel poor performers through supportive communication and active listening.
  • Motivation Skills – the ability to persuade others to engage in desirable behaviors and change undesirable behaviors.
  • Conflict Management Skills – the ability to initiate complaints, respond to confrontations, and mediate conflict.
  • Negotiation Skills – the ability to influence, bargain, and craft mutually beneficial solutions.

Trends and uncertainties in the marketplace challenge organizations to implement strategies that ensure their survival and competitiveness. To accomplish this, companies must have the ability to manage change. This course introduces students to a variety of tools that are used in specific phases of the change process. Student teams use these tools to develop change management programs or effect successful change management projects within their organizations. Change has become a fact of life for institutions, individuals, and societies. Globalization, technological innovations, demographic trends, and economic pressures have created adaptive challenges for nations and political entities, corporations, and not-for-profits, managers, and workers. To survive and prosper in this constantly evolving environment, managers must be able to anticipate, respond, and adapt to external and internal changes. MGT 625 is designed to provide you with the knowledge, tools, and competencies to lead and manage change. You will acquire a deep understanding of the nature of change and how people and institutions react to it. You will apply different models and paradigms of change to create a toolkit for dealing with resistance and achieving buy-in from critical stakeholders. You will develop the skills of an effective change agent, with an ability to diagnose a change situation and use appropriate techniques and organizational levers to address its human, political, and systemic dimensions. In short, you will become a competent leader and manager of change. Prerequisite: BUS 605, or permission of the instructor.

At the conclusion of the course, students be able to:

  • Analyze the critical dimensions of change and the effectiveness of existing or proposed change initiatives.
  • Evaluate alternative approaches to change and pick an approach that is appropriate for the situation at hand.
  • Diagnose sources of resistance and create initiatives for managing the human and political aspects of change.
  • Identify systemic, structural, and cultural levers that must align to build capacity for change in organizations.
  • Develop strategies for implementing change that involve mobilizing for change, building and sustaining momentum, and institutionalizing change.

Business Process Management Concentration

In an effort to become leaner and improve responsiveness to the customer in a volatile economic time, organizations of the 21st century are putting more emphasis on process-centric approaches and are viewing the key to success as lying in business process management (BPM). BPM is a discipline involving the practice of improving the efficiency and effectiveness of organizations by focusing on and automating business processes, thereby creating agile processes to consistently achieve competitive advantage. This course is an introduction and overview of BPM. The concepts, fundamentals, methods, and organizational impact of BPM are emphasized. The phases of BPM are examined, which include process strategy, process definition, process implementation, process controlling, and process transformation. The course covers the general methodologies and information technologies used in each of these phases for successful BPM initiatives. Case studies are used to help students gain a fundamental understanding of BPM and the surrounding issues in organizations.

Course outcomes:

  • Describe what BPM is today include a comparison and/or contrast (the relationships and differences) of similar past initiatives.
  • Explain the role of BPM systems and technologies.
  • Describe and apply a business process management maturity analysis method to assess and interpret an organization's current BPM maturity level.
  • Analyze business processes and link them to strategy formulation.
  • Construct and recommend a high-level process decomposition of an organization.

The primary focus of this course is on the integration of business process knowledge and skills for creating a holistic understanding and application of process innovation strategy. Participants in the course acquire knowledge of strategic process innovation and critical thinking through intensive analysis of case studies, simulations of process innovation strategies, and discussions with industry practitioners on real-life situations. The balanced scorecard is introduced as a strategy tool, and processes are linked to each section of the scorecard. Prerequisite: BPI 600 or permission of the instructor.

Course outcomes:

  • Link innovation and strategy to business processes.
  • Facilitate cross-functional business processes thinking and management.
  • Establish a business process management discipline to enable innovation, agility, efficiency, and other key values.
  • Provide process leadership that enhances performance in a focused and sustained way.

The purpose of this course is to provide a thorough investigation into the emergent practices in information and knowledge management. Information technology has been and will continue to be an important catalyst of innovation in this field. Artificial intelligence, expert systems, and web-based technologies that support and transform the field of knowledge management are covered. The process of the discovery, capture, sharing, and application of knowledge and the related organizational learning are emphasized. Students gain experience designing executive information systems that support strategic decisions and designing support systems for knowledge-based decision makers throughout the organization. Because organizations are structuring their activities through globally dispersed teams, taking a process approach, and are even outsourcing selected processes, intra- and inter-organizational collaboration and decision support are also covered in this course. Extensive use of SAP and other technologies are incorporated. Prerequisite: MIS 290 or equivalent, or instructor's consent.

Course outcomes:

  • Analyze a knowledge management system and propose viable improvement
  • Utilize social media to create a professional learning network
  • Articulate the role of knowledge management in business process management

Health Care Management Concentration

Analysis of current arrangements for the financing, delivery, and organization of medical care services. Topics include health care costs and cost containment; ethics and values in health care; the supply, demand, and distribution of health care facilities and human resources; competition and regulation; quality of care; health insurance (both public and private); health care politics; and the role of government.

At the conclusion of the course, students will be able to:

  • Summarize the evolution of the health care system in the U.S. in terms of financing, delivery, and organization.
  • Connect the role of government in health care at the federal, state, and local levels and the political philosophies that shape those roles.
  • Assess the role of public opinion and media on policy formation.
  • Analyze the impact of public policy on current problems in the health care system.
  • Explore the role of organizational leaders in policy and development and implementation.
  • Compare policy developments from multiple stakeholder perspectives

Community health management had, until recently, received little attention from providers and payers of care. But that has changed. It is now recognized that a population-based approach to health care is very effective at containing costs, improving outcomes, and increasing access to care. In this era of managed care, providers must be able to care for enrolled populations in a cost-effective manner. They must assess health needs, understand care-seeking behavior, and influence utilization. Providers must also design community health interventions that impact enrolled populations where they live and work, not just where they show up for care. Finally, both insurers and employers are interested in applying population-health approaches to the workplace—to improve employee health and well-being, reduce health care costs, and enhance worker productivity. This course provides students with the knowledge and skills needed to manage community health. Students use principles of epidemiology, demography, and medical sociology to assess community health needs and to identify factors that influence health behavior and health service utilization. Principles of community organizing, social marketing, media advocacy, and behavior modification are used to design community and workplace health interventions. Students also discuss the problems of vulnerable populations and ethical dilemmas in public health. Prerequisite: HCM 601, or permission of instructor.

Course outcomes:

  • Understand the process of population health management and its importance to health care providers, payers, businesses, and communities.
  • Identify social, psychological, organizational, and environmental factors that influence health behaviors and patient engagement.
  • Create a plan for assessing health status, risk profile, and health needs of a target population using health indicators, health risk appraisals, and health-needs surveys.
  • Develop risk-stratification algorithms that will enable prioritization of care management and health promotion interventions in a target population.
  • Use logic models and health behavior and change theories to design health interventions and care management programs that deliver desired health outcomes.
  • Develop plans for implementing and evaluating population health management programs, using appropriate care delivery and coordination structures, information technology, evaluation protocols, and indicator/measures.

*General MBA track students may choose their three elective courses from available general electives and business process management concentration coursework.

**Students who do not have an academic business background may be required to take up to five online foundation courses.

Click here for more information on our online MBA curriculum.

Professional Development Workshops

This workshop introduces the concepts of personal and career leadership and helps students identify skills, interests and motivated abilities and what they still need to learn to advance their career. Specific attention is spent on understanding their strategic network and sphere of influence, while developing an action plan for career growth.

This workshop provides an opportunity for students to learn ethical systems and discuss ethical practices, through an overview of the history of ethics and application to today's workplace. Case discussions and exercises encompassing values-based decisions enhance the learning experience.

In this workshop, students review the ever-changing job market and what to expect when moving through increasingly complex job interviews. Students write questions they'll likely be asked based upon their experiences, and build an action plan for negotiating their next job offer.

Whether buying a car or clarifying team roles on a project, negotiation is an integral part of our work and personal lives. In this workshop, students assess their own negotiation skills, identify best practice techniques and through case exercises, review real-world applications.

As students' progress through their graduate business program, this workshop provides realistic next steps for moving forward with their career, either with current or prospective employers, developing their "elevator speech" and preparing for executive-level interaction with an increased sense of personal brand.