Healthcare Administration

Graduate Programs in Healthcare Administration

Master of Healthcare Administration

Learn more about this degree

Curriculum

14-15 Courses
42 - 45 Credits

Program Length
Full-time 16-24 months
Part-time 20-32 months

Foundation Courses (6 Credits)

Credits:

3

Description:

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

Credits:

3

Description:

Develops foundational evidence-based management skills and initiates the professional self-development work that students undertake throughout the MHA Program. This course covers applied research methods and statistical tools as it develops students' skills at identifying, collecting, analyzing and interpreting data. Students engage in hands-on data collection, statistical analysis and interpretation of results. Professional development work includes self-assessments, clarification of career aims, and connecting with resources available to healthcare management professionals.

MHA Core Level 1 (12 credits)

 

Credits:

3

Description:

Builds essential accounting and financial management skills for healthcare managers. Topics include income statements, balance sheets, and interpretation and analysis of financial statements, as well as the implications of assuming financial risk. The course also covers the revenue cycle, financial information systems, and the use of financial information for decision-making. Focused attention is given to managerial accounting, cost allocation, budgeting and variance analysis, as well as ethical and legal perspectives.

Prerequisites:

HLTH 705 (or 701)

Credits:

3

Description:

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

Prerequisites:

MHA and MSBA students only. HLTH 705 (or 701) and HLTH 707 (or 812) or SBS 604.

Credits:

3

Description:

Introduces students to concepts, analytic tools, and techniques in operations management, including project management, process documentation and analysis, process improvement tools, Lean Six Sigma methodology, queuing theory, forecasting, Theory of Constraints, and supply chain management. Students will understand patient flow and will learn to measure and compare productivity between departments and healthcare organizations, to map processes and identify improvement opportunities," and to apply quantitative methods for optimal managerial decisions. The course builds on the ""Evidence-Based Healthcare Management"" foundation course. Class exercises\"

Credits:

3

Description:

Develops students' knowledge and skills to enable them to engage more effectively with the human side of healthcare organizations. The course examines forces that shape healthcare organizations, and it draws on management theory and practice to explore topics including: governance and control; strategy; organizational structures, tasks and positions; culture and ethics; teamwork; communication; planning; decision making and problem solving; and managing people and performance in clinical and support services. The course also covers operational aspects of human resources planning and management, including recruiting, retaining and managing human resources; cultural competence and diversity management.

MHA Core Level 2 (12 credits)

 

Prerequisites:

HLTH 705 (or 701); and HLTH 707 HLTH 812 MBA 625 or SBS 604

Credits:

3

Description:

"Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the ""Evidence-Based Healthcare Management"" Foundation course\"

Prerequisites:

HLTH 705 (or 701) and HLTH 707 (or 812)

Credits:

3

Description:

"The ""production"" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality\"

Prerequisites:

HLTH 705 (or 701); and HLTH 740 HLTH 808 or MBA 721

Credits:

3

Description:

The business of delivering healthcare services generates a multitude of ethical questions which must account for a range of interests, from the interests of patients and consumers, to those of providers and staff, to those of the organization as a business, and the broader interests of community and society. This course familiarizes students with these issues and interests, and with ethical concepts and frameworks for ethical decision making. The course integrates ethics into students' development of their own leadership and change management skills and practice. The course is designed to promote intellectual growth and personal insight into one's own leadership capabilities and style, moral values and beliefs, and to develop competency both in one's personal leadership practice and in leading and managing organizational change.

Prerequisites:

HLTH 705 (or 701) and HLTH 707 (or 812)

Credits:

3

Description:

The success of any healthcare organization depends on the ability of its leaders and managers to continuously identify, evaluate and address the key issues facing the organization. Innovations in technology, products, practices, and organization, which are continuously reshaping healthcare, are among the most important issues. This course introduces students to these types of innovations, as part of the larger healthcare environment, and integrates them into the larger framework of strategic management of healthcare organizations. The course explores the essential elements of strategic management: systems thinking, strategic analysis, and strategy development and implementation. Using healthcare industry publications and provocative case studies, students conduct assessments of external trends, assumptions and implications; identify and assess organizational opportunities and challenges as well as strengths and weaknesses; identify strategic and operational issues; and review and develop strategies and actions to address the issues and achieve success.

Required MHA Capstone Course (3 credits)

Must be taken in the last or next to last semester.

Credits:

3

Description:

The MHA capstone integrates information, concepts and tools from across the curriculum. Each student develops a strategic or operational plan for a healthcare organization or conducts a research project on a healthcare organization or a strategic or operational issue of particular interest. The student must conduct the planning or research from multiple perspectives, including financial, operational, human resources and community health, within a larger strategic assessment of the environment. Fundamentally," this course enables students to apply the aspects of strategic management to diagnose organizational circumstances and develop strategies for ""what to do next."" "

Internship

Required for Students without Professional Experience in the U.S. Healthcare System

Prerequisites:

Take HLTH-701 or HLTH-705; and HLTH-707 or HLTH-812

Credits:

0.00- 3.00

Description:

The internship enables students to learn about important aspects of healthcare by working in a healthcare organization. It is intended for students who do not have professional experience in the U.S. healthcare system as well as students who already work in healthcare and seek to gain exposure to other areas of the system. For all students, the internship provides networking opportunities for future career development. The internship requires each student to: work with a healthcare faculty member to identify opportunities and secure an internship in a healthcare organization; complete 400 hours of supervised work in that healthcare organization; attend classes to examine relevant aspects of the internship; and report on the lessons learned from the internship and how they could be applied in the student's future professional endeavors.

Electives ( 9 credits)

MHA students must take a total of nine (9) credits in electives. This requirement may be fulfilled by either taking all nine (9) credits from the following list of Healthcare Administration Electives or by taking one or two graduate-level courses, up to six (6) credits, from other programs in the Sawyer Business School, with the remaining credits from the Healthcare Administration Electives. Permission to take courses outside of the Healthcare Administration Electives must be obtained from the chairperson of the Healthcare Administration Department.

Healthcare Administration Electives

Credits:

3

Description:

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

Prerequisites:

HLTH 701 or HLTH 705

Credits:

3

Description:

This course prepares students to plan, lead," manage and improve primary care and other ambulatory patient care services (""APC"") toward achieving the ""Triple Aim"" of better population health\"

Prerequisites:

HLTH-701 or HLTH-705

Credits:

3

Description:

The health and wellbeing of people throughout the world are challenged by many factors. To highlight those factors and what is being done to address them, this course focuses on global health problems and needs, including those related to infectious and chronic diseases, injuries, mental illness and substance abuse, and complex emergencies such as natural disasters and war, with particular attention to women, children and families. It also review critical global health-related policy issues such as poverty, population growth, the food and nutrition crisis, water wars, environmental degradation and climate change. Among the assignments, students write papers on specific global health problems and needs and identify healthcare and health-related organizations and financial resources in selected countries that are addressing the problems and needs. The course closes by examining the challenges of how to prioritize the deployment of scarce resources and mobilize citizens, governments and for-profit and non-profit organizations to enhance people's health and wellbeing and save civilization.

Prerequisites:

HLTH 810 or HLTH 831

Credits:

3

Description:

Builds student competencies in the improvement and assurance of the quality and safety of healthcare services. This course builds on the principles, concepts, tools, and analytic methods addressed in the pre-requisite Core II course," ""Quality\"

Prerequisites:

Please email Hillary Sabbagh at hsabbagh@suffolk.edu to register for a travel seminar.

Credits:

3

Description:

England, as part of the United Kingdom, has a nationalized healthcare system. Given that it leads the systems in other countries on many aspects of care delivery and health outcomes, there is an advantage for healthcare administrators and policymakers in the U.S. to have exposure to this system for what they might learn and apply to improve our own healthcare system. Therefore, the purpose of this global travel seminar is to enable students to explore and answer one overarching question: What can we learn from the healthcare system in England that will enable us to better understand and make needed improvements to the healthcare system in the U.S.? At the macro level, students will learn about and analyze such features of the healthcare system in England as government ownership of healthcare delivery organizations, near-universal insurance coverage, allocation of resources according to national and regional budgets, and reforms to address serious quality and safety deficiencies. At the micro level, students will visit healthcare delivery organizations and meet with healthcare providers, managers and policy makers to get a close look at the realities of the healthcare system, including quality improvement and cost containment initiatives. By the end of this course, students will also understand how the healthcare system in England compares on key dimensions with the healthcare system in the U.S.

Prerequisites:

HLTH 701 or HLTH 705

Credits:

3

Description:

"This course revisits the health system as a diverse set of public and private entities working together to build and sustain health at the community and population levels. It prepares students to be boundary-spanners within that system and to plan and manage services that optimize community and population health. The traditional ""caring and curing"" mission of healthcare delivery organizations is expanding toward prevention\"

Prerequisites:

Take HLTH-701;

Credits:

1.00- 3.00

Description:

This is a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report, and the project must be approved by the Dean of Academic Affairs prior to registration.

Waiver Policy

The chairperson of the Healthcare Administration Department evaluates each request for a course waiver and transfer credits. Such a request must be made in writing to the chairperson following an individual’s acceptance into, and decision to attend, the MHA Program and before the start of the student's first semester of courses. Waivers are limited to a total of 6 credits.

Any required course in the MHA Program is eligible to be waived, except for HLTH 705, HLTH 720, HLTH 840, HLTH 892, and HLTH 885 (for students who are required to do an internship.

To be eligible for a course waiver, a course must have been completed in a recognized undergraduate or graduate program in healthcare administration in an accredited U.S. college or university; been completed within the three years prior to the student being enrolled in Suffolk’s MHA Program; and be assessed as equivalent to the Suffolk course for which the waiver is sought, based on a review of the syllabus by the chairperson of the Healthcare Administration Department. The grade for a completed course must be a "B" or better.

Transfer Policy

A student can transfer courses in lieu of elective courses, thereby reducing the number of credits required to earn an MHA degree. The MHA Program limits the number of transferred courses to two 3-credit courses (or 6 credits).

To be eligible for transfer credits, a course must have been completed at the graduate level in a recognized graduate program in healthcare administration in an accredited U.S. college or university; been completed within the three years prior to the student being enrolled in Suffolk’s MHA Program; and be assessed as equivalent to the Suffolk course for which the transfer credits are sought, based on a review of the syllabus by the chairperson of the Healthcare Administration Department. The grade for a completed course must be a "B" or better. In addition, the credits for a course for which a transfer is sought must not have been applied toward a previously completed degree.

If 6 credits are granted through transfers, an MHA student will need 36 credits to earn an MHA degree (or 39 credits if an internship is required). Otherwise, all MHA students must complete 42 graduate credits (or 45 credits if an internship is required) in the Sawyer Business School.

Students Who Leave Boston Before Their Degree is Complete

Occasionally, a Suffolk MHA student must leave the Boston area before completing their degree. The Sawyer Business School has several options available to enable completion of the Suffolk MHA Program. A student may be able to transfer in six credits of elective courses from a recognized AACSB-accredited MHA Program close to the new place of residence. Courses must be pre-approved by Suffolk’s Assistant Dean of Graduate Programs and have a grade of “B” or better.

A student who leaves the area may also complete their Suffolk MHA portion of their degree online.

Transfer Credits from the Moakley Center for Public Management's Certificate Program

Students who have completed a certificate program through the Suffolk University Moakley Center for Public Management may have an opportunity to reduce credit requirements to an SBS graduate degree program (MBA, MMS, MSA, MST, MHA, MSBA, or MSM). All course waivers and/or transfers vary by program and are reviewed on a case-by-case basis by the respective SBS Graduate Programs Office.

In order for a course to be considered, the following criteria must be met: must have an SBS graduate program course equivalent; received a grade of "B" or better; and successfully completed the certificate prior to enrolling in the SBS graduate degree program. 

Applicants must also meet the admission standards for the SBS graduate degree program to which they are applying.

 

Master of Healthcare Administration Online

Learn more about this degree

Curriculum

14-15 Courses

42 - 45 Credits

Program Length
Full-time 16-24 months

Part-time 20-32 months

Foundation Courses (6 Credits)

Credits:

3

Description:

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

Credits:

3

Description:

Develops foundational evidence-based management skills and initiates the professional self-development work that students undertake throughout the MHA Program. This course covers applied research methods and statistical tools as it develops students' skills at identifying, collecting, analyzing and interpreting data. Students engage in hands-on data collection, statistical analysis and interpretation of results. Professional development work includes self-assessments, clarification of career aims, and connecting with resources available to healthcare management professionals.

MHA Core Level 1 (12 credits)

 

Credits:

3

Description:

Builds essential accounting and financial management skills for healthcare managers. Topics include income statements, balance sheets, and interpretation and analysis of financial statements, as well as the implications of assuming financial risk. The course also covers the revenue cycle, financial information systems, and the use of financial information for decision-making. Focused attention is given to managerial accounting, cost allocation, budgeting and variance analysis, as well as ethical and legal perspectives.

Prerequisites:

HLTH 705 (or 701)

Credits:

3

Description:

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

Prerequisites:

MHA and MSBA students only. HLTH 705 (or 701) and HLTH 707 (or 812) or SBS 604.

Credits:

3

Description:

Introduces students to concepts, analytic tools, and techniques in operations management, including project management, process documentation and analysis, process improvement tools, Lean Six Sigma methodology, queuing theory, forecasting, Theory of Constraints, and supply chain management. Students will understand patient flow and will learn to measure and compare productivity between departments and healthcare organizations, to map processes and identify improvement opportunities," and to apply quantitative methods for optimal managerial decisions. The course builds on the ""Evidence-Based Healthcare Management"" foundation course. Class exercises\"

Credits:

3

Description:

Develops students' knowledge and skills to enable them to engage more effectively with the human side of healthcare organizations. The course examines forces that shape healthcare organizations, and it draws on management theory and practice to explore topics including: governance and control; strategy; organizational structures, tasks and positions; culture and ethics; teamwork; communication; planning; decision making and problem solving; and managing people and performance in clinical and support services. The course also covers operational aspects of human resources planning and management, including recruiting, retaining and managing human resources; cultural competence and diversity management.

MHA Core Level 2 (12 credits)

 

Prerequisites:

HLTH 705 (or 701); and HLTH 707 HLTH 812 MBA 625 or SBS 604

Credits:

3

Description:

"Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the ""Evidence-Based Healthcare Management"" Foundation course\"

Prerequisites:

HLTH 705 (or 701) and HLTH 707 (or 812)

Credits:

3

Description:

"The ""production"" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality\"

Prerequisites:

HLTH 705 (or 701); and HLTH 740 HLTH 808 or MBA 721

Credits:

3

Description:

The business of delivering healthcare services generates a multitude of ethical questions which must account for a range of interests, from the interests of patients and consumers, to those of providers and staff, to those of the organization as a business, and the broader interests of community and society. This course familiarizes students with these issues and interests, and with ethical concepts and frameworks for ethical decision making. The course integrates ethics into students' development of their own leadership and change management skills and practice. The course is designed to promote intellectual growth and personal insight into one's own leadership capabilities and style, moral values and beliefs, and to develop competency both in one's personal leadership practice and in leading and managing organizational change.

Prerequisites:

HLTH 705 (or 701) and HLTH 707 (or 812)

Credits:

3

Description:

The success of any healthcare organization depends on the ability of its leaders and managers to continuously identify, evaluate and address the key issues facing the organization. Innovations in technology, products, practices, and organization, which are continuously reshaping healthcare, are among the most important issues. This course introduces students to these types of innovations, as part of the larger healthcare environment, and integrates them into the larger framework of strategic management of healthcare organizations. The course explores the essential elements of strategic management: systems thinking, strategic analysis, and strategy development and implementation. Using healthcare industry publications and provocative case studies, students conduct assessments of external trends, assumptions and implications; identify and assess organizational opportunities and challenges as well as strengths and weaknesses; identify strategic and operational issues; and review and develop strategies and actions to address the issues and achieve success.

Required MHA Capstone Course (3 credits)

Must be taken in the last or next to last semester. 

Credits:

3

Description:

The MHA capstone integrates information, concepts and tools from across the curriculum. Each student develops a strategic or operational plan for a healthcare organization or conducts a research project on a healthcare organization or a strategic or operational issue of particular interest. The student must conduct the planning or research from multiple perspectives, including financial, operational, human resources and community health, within a larger strategic assessment of the environment. Fundamentally," this course enables students to apply the aspects of strategic management to diagnose organizational circumstances and develop strategies for ""what to do next."" "

Internship

Required for Students without Professional Experience in the U.S. Healthcare System

Prerequisites:

Take HLTH-701 or HLTH-705; and HLTH-707 or HLTH-812

Credits:

0.00- 3.00

Description:

The internship enables students to learn about important aspects of healthcare by working in a healthcare organization. It is intended for students who do not have professional experience in the U.S. healthcare system as well as students who already work in healthcare and seek to gain exposure to other areas of the system. For all students, the internship provides networking opportunities for future career development. The internship requires each student to: work with a healthcare faculty member to identify opportunities and secure an internship in a healthcare organization; complete 400 hours of supervised work in that healthcare organization; attend classes to examine relevant aspects of the internship; and report on the lessons learned from the internship and how they could be applied in the student's future professional endeavors.

Electives ( 9 credits)

MHA students must take a total of nine (9) credits in electives. This requirement may be fulfilled by either taking all nine (9) credits from the following list of Healthcare Administration Electives or by taking one or two graduate-level courses, up to six (6) credits, from other programs in the Sawyer Business School, with the remaining credits from the Healthcare Administration Electives. Permission to take courses outside of the Healthcare Administration Electives must be obtained from the chairperson of the Healthcare Administration Department.

Healthcare Administration Electives

Credits:

3

Description:

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

Prerequisites:

HLTH 701 or HLTH 705

Credits:

3

Description:

This course prepares students to plan, lead," manage and improve primary care and other ambulatory patient care services (""APC"") toward achieving the ""Triple Aim"" of better population health\"

Prerequisites:

HLTH-701 or HLTH-705

Credits:

3

Description:

The health and wellbeing of people throughout the world are challenged by many factors. To highlight those factors and what is being done to address them, this course focuses on global health problems and needs, including those related to infectious and chronic diseases, injuries, mental illness and substance abuse, and complex emergencies such as natural disasters and war, with particular attention to women, children and families. It also review critical global health-related policy issues such as poverty, population growth, the food and nutrition crisis, water wars, environmental degradation and climate change. Among the assignments, students write papers on specific global health problems and needs and identify healthcare and health-related organizations and financial resources in selected countries that are addressing the problems and needs. The course closes by examining the challenges of how to prioritize the deployment of scarce resources and mobilize citizens, governments and for-profit and non-profit organizations to enhance people's health and wellbeing and save civilization.

Prerequisites:

HLTH 810 or HLTH 831

Credits:

3

Description:

Builds student competencies in the improvement and assurance of the quality and safety of healthcare services. This course builds on the principles, concepts, tools, and analytic methods addressed in the pre-requisite Core II course," ""Quality\"

Prerequisites:

Please email Hillary Sabbagh at hsabbagh@suffolk.edu to register for a travel seminar.

Credits:

3

Description:

England, as part of the United Kingdom, has a nationalized healthcare system. Given that it leads the systems in other countries on many aspects of care delivery and health outcomes, there is an advantage for healthcare administrators and policymakers in the U.S. to have exposure to this system for what they might learn and apply to improve our own healthcare system. Therefore, the purpose of this global travel seminar is to enable students to explore and answer one overarching question: What can we learn from the healthcare system in England that will enable us to better understand and make needed improvements to the healthcare system in the U.S.? At the macro level, students will learn about and analyze such features of the healthcare system in England as government ownership of healthcare delivery organizations, near-universal insurance coverage, allocation of resources according to national and regional budgets, and reforms to address serious quality and safety deficiencies. At the micro level, students will visit healthcare delivery organizations and meet with healthcare providers, managers and policy makers to get a close look at the realities of the healthcare system, including quality improvement and cost containment initiatives. By the end of this course, students will also understand how the healthcare system in England compares on key dimensions with the healthcare system in the U.S.

Prerequisites:

HLTH 701 or HLTH 705

Credits:

3

Description:

"This course revisits the health system as a diverse set of public and private entities working together to build and sustain health at the community and population levels. It prepares students to be boundary-spanners within that system and to plan and manage services that optimize community and population health. The traditional ""caring and curing"" mission of healthcare delivery organizations is expanding toward prevention\"

Prerequisites:

Take HLTH-701;

Credits:

1.00- 3.00

Description:

This is a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report, and the project must be approved by the Dean of Academic Affairs prior to registration.

Waiver Policy

The chairperson of the Healthcare Administration Department evaluates each request for a course waiver and transfer credits. Such a request must be made in writing to the chairperson following an individual’s acceptance into, and decision to attend, the MHA Program and before the start of the student's first semester of courses. Waivers are limited to a total of 6 credits.

Any required course in the MHA Program is eligible to be waived, except for HLTH 705, HLTH 720, HLTH 840, HLTH 892, and HLTH 885 (for students who are required to do an internship.

To be eligible for a course waiver, a course must have been completed in a recognized undergraduate or graduate program in healthcare administration in an accredited U.S. college or university; been completed within the three years prior to the student being enrolled in Suffolk’s MHA Program; and be assessed as equivalent to the Suffolk course for which the waiver is sought, based on a review of the syllabus by the chairperson of the Healthcare Administration Department. The grade for a completed course must be a "B" or better.

Transfer Policy

A student can transfer courses in lieu of elective courses, thereby reducing the number of credits required to earn an MHA degree. The MHA Program limits the number of transferred courses to two 3-credit courses (or 6 credits).

To be eligible for transfer credits, a course must have been completed at the graduate level in a recognized graduate program in healthcare administration in an accredited U.S. college or university; been completed within the three years prior to the student being enrolled in Suffolk’s MHA Program; and be assessed as equivalent to the Suffolk course for which the transfer credits are sought, based on a review of the syllabus by the chairperson of the Healthcare Administration Department. The grade for a completed course must be a "B" or better. In addition, the credits for a course for which a transfer is sought must not have been applied toward a previously completed degree.

If 6 credits are granted through transfers, an MHA student will need 36 credits to earn an MHA degree (or 39 credits if an internship is required). Otherwise, all MHA students must complete 42 graduate credits (or 45 credits if an internship is required) in the Sawyer Business School.

Students Who Leave Boston Before Their Degree is Complete

Occasionally, a Suffolk MHA student must leave the Boston area before completing their degree. The Sawyer Business School has several options available to enable completion of the Suffolk MHA Program. A student may be able to transfer in six credits of elective courses from a recognized AACSB-accredited MHA Program close to the new place of residence. Courses must be pre-approved by Suffolk’s Assistant Dean of Graduate Programs and have a grade of “B” or better.

A student who leaves the area may also complete their Suffolk MHA portion of their degree online.

Transfer Credits from the Moakley Center for Public Management's Certificate Program

Students who have completed a certificate program through the Suffolk University Moakley Center for Public Management may have an opportunity to reduce credit requirements to an SBS graduate degree program (MBA, MMS, MSA, MST, MHA, MSBA, or MSM). All course waivers and/or transfers vary by program and are reviewed on a case-by-case basis by the respective SBS Graduate Programs Office. 

In order for a course to be considered, the following criteria must be met: must have an SBS graduate program course equivalent; received a grade of "B" or better; and successfully completed the certificate prior to enrolling in the SBS graduate degree program. 

Applicants must also meet the admission standards for the SBS graduate degree program to which they are applying.

 

MHA Program Competencies

Competency 1: Healthcare Environment

Knowledge and understanding of the healthcare environment, including the healthcare delivery system and the organizations and professions that comprise it, policy, economics, the legal foundation, innovations, community health status and determinants of health, and current issues and trends and anticipated future dynamics.
Learning Goal Learning Objective
Develop and demonstrate broad-based understanding of the U.S. healthcare system, including its key components and their functions, as well as the forces and dynamics at play throughout the system.
  1. Understand the various players and their roles and goals in the U.S. healthcare system, including consumers, providers of care, biotechnology and pharmaceutical companies, insurers, policy makers, and government agencies.
  2. Understand the many forces and dynamics at play, including key stakeholders and their agendas, as well as innovation, social determinants of health, the insurance and payment system, and the availability and accessibility of healthcare services.

Competency 2: Strategic Orientation

Knowledge and skills for internal and external assessment and for developing short- and long-range strategies and actions to guide organizations and respond to, and shape, the healthcare environment.
Learning Goal Learning Objective
Develop and demonstrate understanding of and the ability to conduct internal and external assessments, identify key strategic and operational issues in a healthcare organization, and understand and develop strategies and actions to address the issues. More specifically:
  • Diagnosis: What is happening in a given situation – internally and/or externally – and why (in other words, what are the causal factors)?What are the strengths and weaknesses of our organization and those with whom we compete?What is the environment in which we operate?What are the key strategic and operational issues that we face?What is the basis for those issues, such as the organization’s attributes and/or specific conditions in the external environment?What do we think will happen in the environment in the future?
  • Assessment of Options: What are the alternative strategies and actions that might be available to address the key issues, now and in the future?What might be the consequences of a chosen strategy and actions? What are the relative advantages and disadvantages of each alternative?
  • Prescription: What strategies and actions should we select to address the issues?
  • Implementation: How do we effectively and efficiently implement the chosen strategies and actions?
  • Organizational Adaptation and Capacity Development: What capabilities are needed in the organization to effectively and efficiently implement the strategies and actions?
  • Evaluation: How do we assess the effectiveness and outcomes of the strategies and actions?
  1. Understand and apply the Trends, Assumptions, and Implications (TAI) methodology to the healthcare field.
  2. Understand how to assess and present key attributes of a healthcare organization’s internal and external environments – specifically, strengths, weaknesses, opportunities and threats/challenges.
  3. Understand how to identify and present key strategic and operational issues facing a healthcare organization and how to develop, evaluate, and select strategies (goals, objectives, and implementation steps) to address those issues.

Competency 3: Leadership

Knowledge and skills to help individuals, teams and organizations to more effectively and ethically achieve their missions. This includes leadership-related self-awareness and self-development, critical and strategic thinking, change leadership, building and sustaining group and organizational culture, constructive engagement with organizational politics, conflict management and negotiation, and stewardship of resources.
Learning Goal Learning Objective
Develop and demonstrate understanding of the principles, theories, and practice of business leadership in healthcare administration.
  1. Understand the principles and theories of business leadership and various leadership styles.
  2. Apply business leadership principles and styles to personal experiences and specific healthcare contexts and leadership challenges.
  3. Assess one’s own leadership competencies and style, engage in reflective practice related to this, and incorporate this self-assessment and reflection into one’s own leadership development.
  4. Prepare and begin implementing a personal leadership development plan for professional growth, including the integration of ethics into practice.

Competency 4: Management

Knowledge and skills for managing people, projects, situations, systems and organizations. With a focus on patients, this includes strategic and operational planning, analytical and critical thinking, problem solving and decision making, project management, and management of human and material resources. These apply across the major operational functions of healthcare organizations, including human resources, finance, service delivery, performance improvement and patient safety, marketing, and information collection and dissemination.
Learning Goal Learning Objective
Develop and demonstrate broad-based understanding of the operations and dynamics of healthcare organizations, along with the skills to be effective managers.
  1. Understand the core business areas of healthcare organizations, including care delivery, organizational behavior, planning, accounting and finance, legal, quality and patient safety, information systems, human resources, marketing, data analytics and project management.
  2. Understand key aspects of organizational design and function, including organizational structure, climate and culture, communication, and teamwork.
  3. Identify, and suggest useful approaches to address leadership opportunities and challenges in healthcare organizations.

Competency 5: Communication and Relationship Management

Knowledge and skills to effectively communicate and engage with people inside and outside of healthcare organizations – one-on-one and in teams – in writing, verbally and in presentations.  
Learning Goal Learning Objective
Written Communication: Demonstrate the ability to communicate effectively in various forms of writing, including short memos and longer thematic papers.
  1. Develop a topic with appropriate supporting information.
  2. Organize written communication logically and effectively.
  3. Use correct word choice and effective sentence structure.
  4. Employ normal conventions of spelling, grammar and punctuation.
  5. Provide examples and supporting evidence.
  6. Communicate accurate quantitative information.
  7. Provide clear summary and conclusions. 
Verbal Communication: Demonstrate the ability to communicate effectively one on one, in small groups and in large groups, including delivering effective presentations.
  1. Be able to use both inquiry and advocacy in conversations.
  2. Develop a presentation with an appealing storyline and appropriate examples and supporting information.
  3. Organize a presentation effectively, with a clearly defined beginning, middle and ending.
  4. Deliver a presentation with attention to volume, clarity, grammatical correctness and eye contact with the audience.
  5. Use communication aids effectively, such as slides and videos.
  6. Summarize the presentation.

Competency 6: Professionalism

Knowledge and skills to behave professionally and ethically, to develop and advance one’s career, and to be active participants and contributors in the healthcare and general communities.
Learning Goal Learning Objective
Demonstrate the ability to identify the range of professional behaviors and behave in a professional manner in all situations, including one-on-one interactions and in small and large groups, as well as demonstrate the ability to identify career goals and pursue suitable professional development activities, including networking, to achieve the goals.
  1. Exhibit professionalism in appearance, demeanor, reliability, competence, accountability and ethics.
  • Appearance: Maintain a professional appearance by selecting the appropriate attire for a given situation.
  • Demeanor: Exude confidence, but not arrogance. Be polite and well spoken, whether interacting with customers, co-workers or superiors. Maintain composure in all situations.
  • Reliability: As a professional, find a way to get every job done. Respond to people promptly and follow through on promises in a timely manner.
  • Competence: Strive to be an expert in your chosen field by gaining the requisite knowledge and skills by taking educational courses, attending seminars, participating in professional organizations, and working with mentors.
  • Accountability: Always be accountable for your actions. If you make a mistake, take responsibility and work to resolve the issue. Don't try to place the blame on someone else.
  • Ethics: Always behave in an ethical manner, such as:
    • Identify conflicts of interests and pressures that could lead to unethical conduct.
    • Understand what kinds of questions are helpful to ask oneself when confronting an ethical dilemma.
    • Demonstrate the ability to identify and take into account the interests of different stakeholders.
    • Understand how business strategies that facilitate “doing good” can be made consistent with profitability.
    • Understand that what is legal may not always be ethical and that what is ethical may sometimes not be legal.
    • Appreciate that ethical norms vary across different countries and cultures.
2. Develop regularly updated plans for career goals and development that include both knowledge and skills enhancement as well as professional networking.

Source for some information: 10 Characteristics of Professionalism by Chris Joseph, updated January 30, 2018.

MPA Healthcare Concentration

Learn more about this degree

This Concentration focuses on preparing nonprofit and public service managers for positions in community healthcare, community advocacy organizations, and government health agencies to manage and lead in a dynamic and changing healthcare environment.

Required Course (3 credits)

Credits:

3

Description:

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

Choose nine (9) credits worth of courses from this list:

Credits:

3

Description:

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

Prerequisites:

HLTH 705 (or 701) and HLTH 707 (or 812)

Credits:

3

Description:

"The ""production"" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality\"

Prerequisites:

HLTH 701 or HLTH 705

Credits:

3

Description:

This course prepares students to plan, lead," manage and improve primary care and other ambulatory patient care services (""APC"") toward achieving the ""Triple Aim"" of better population health\"

Prerequisites:

HLTH-701 or HLTH-705

Credits:

3

Description:

The health and wellbeing of people throughout the world are challenged by many factors. To highlight those factors and what is being done to address them, this course focuses on global health problems and needs, including those related to infectious and chronic diseases, injuries, mental illness and substance abuse, and complex emergencies such as natural disasters and war, with particular attention to women, children and families. It also review critical global health-related policy issues such as poverty, population growth, the food and nutrition crisis, water wars, environmental degradation and climate change. Among the assignments, students write papers on specific global health problems and needs and identify healthcare and health-related organizations and financial resources in selected countries that are addressing the problems and needs. The course closes by examining the challenges of how to prioritize the deployment of scarce resources and mobilize citizens, governments and for-profit and non-profit organizations to enhance people's health and wellbeing and save civilization.

 

MBA/Health

Learn more about this degree
 

MBA/Health Curriculum

 

MBA Curriculum

17 -23 Courses

54- 60 Program Length:
Full-time in as few as 12 months
Part-time in as few as 24 months 

Contextualize: From Boston to the World (5 credits)

Must be taken as early in the program as possible.

Credits:

1

Description:

SBS 700 is the first required course in Suffolk's graduate programs. The course is based on the precepts of experiential learning. Based on the idea that people learn best by participating in meaningful activities, this course provides students with the opportunity to learn about and experience first-hand the many complexities of business and the role of top managers. To accomplish this, students will work in small groups as they take on the roles of top managers in a hands-on behavioral simulation.

Prerequisites:

MBA students only

Credits:

1

Description:

This course teaches students ethical frameworks to lead and manage organizations that go beyond the standard legal compliance and risk management approaches, and that embrace the more inclusive principles of sustainability and corporate responsibility. This course will set forth the fundamentals of managerial ethics and will prepare students for the complex, multilevel managerial and leadership integrity challenges that corporations face today.

Prerequisites:

MBA students only

Credits:

3

Description:

This first-semester MBA course introduces students to the topic of world-class clusters as a multi-level phenomenon. Beginning from the macro level of analysis and proceeding to the micro level, the course covers a panoply of concepts and frameworks for understanding why world-class clusters emerge at specific locations in the first place and then regularly succeed in transforming themselves to keep up with and even lead the pace of change in their respective industries. In the group projects that they conduct for this course, students are expected to emulate the characteristics of high-powered teams found in world-class clusters: the course thus begins with conceptual understanding of world-class clusters and then proceeds to have students emulate the behavior that can be observed in world-class clusters.

Core Courses (15 credits)

May be waived.

Credits:

1.5

Description:

This course introduces the basic tools and concepts of microeconomics (2 classes) for supply and demand analysis; for consumer market behavior; and for production, cost, and pricing decisions in different market structures. Greater emphasis (4 to 5 classes) in the course is on the macroeconomic topics of national economic performance, the economic role of government and fiscal and monetary policy, and the banking and financial system in the current economic environment. The course is intended for MBA students who have no recent academic background in economics.

Credits:

1.5

Description:

This course emphasizes the importance of basic concepts in probability and statistics for managerial decision making with a strong emphasis on practical application. Students will learn basic data analysis, random variables and probability distributions, sampling distributions, interval estimation, hypothesis testing and regression. MS Excel will be used throughout the course. Numerous examples are chosen from quality control applications, finance, marketing and Management to illustrate the managerial value of applying sound statistical techniques to the analysis of operational data.

Prerequisites:

MBA-625 or SBS-604 (may be taken concurrently)

Credits:

3

Description:

This course provides students with Operations Management concepts, techniques, and tools to design, analyze, and improve operational capabilities in any organization. Students will understand and analyze common OM decisions on managing inputs (materials, information, finances, and human resources) and processes to deliver desirable outcomes to customers. Topics covered include operations strategy, process analysis, quality management and lean operations, capacity analysis, inventory management, product development, supply chain management, project management, revenue management and pricing, decision analysis, and forecasting. Software tools used may include MS Excel, Visio, and Project Management. This course will contain experiential learning components related to Boston's world-class industries, which may include guest lectures, simulation exercises, or visits to local organizations.

Credits:

3

Description:

This course deals with the structure and information content of the three principal financial statements of profit-directed companies, namely the income statement, balance sheet, and statement of cash flows. It develops skill in using accounting information to analyze the performance and financial condition of a company, and to facilitate decision making, planning and budgeting, and performance appraisal in a managerial context. This course also contains an experiential component by offering guided inquiry and real company cases.

Prerequisites:

1 course from each of the following groups: MBA-615 or SBS-603; MBA-625 or SBS-604; MBA-640 or ACCT-800; These courses may be taken prior to or concurrently with MBA-650.

Credits:

3

Description:

This course introduces the basic principles of corporate finance. The main focus is on fundamental principles such as time value of money, asset valuation, and risk and return tradeoff. Topics to be covered also include cost of capital, capital budgeting, and capital structure.

Credits:

3

Description:

At its core, marketing is about providing consumer value. The practice of doing this is changing constantly-driven by rapid and far-reaching changes in technology; globalization; and the evolution of consumer values, practices, and lifestyles. This course will present themes, theories, and trends that are critical for: 1. understanding the business of creating, capturing and sustaining value; 2. introducing students to the global, consumer, and technological realities of marketing in the 21st Century; and 3. providing students with a sound foundation to explore marketing in further depth in upper-level elective courses. This course also contains an experiential component. .

Understand Business Fundamentals (9 credits)

 

Credits:

3

Description:

This course teaches students critical thinking and problem solving skills in the context of two essential ingredients of collaboration: leading people and teams, and managing projects. Students will learn concepts and processes that support building and launching high performing teams that can manage complex projects efficiently and effectively. Students will collaborate experientially to solve problems facing Boston's world-class industry clusters.

Credits:

3

Description:

This course introduces students to three essential ingredients of innovation: Entrepreneurial Thinking, Information Technology in an Age of Disruption, and Law as Framework. Entrepreneurial thinking is a critical element in the creation, growth, and sustainability of an organization. In new ventures, entrepreneurs drive innovation with limited resources and within a flat organization. Information technology, strategically selected and implemented, can provide a significant, competitive advantage. Students will survey the increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace both to create and limit competitive opportunities. This course will contain experiential components, relating to Boston's world-class industries.

Prerequisites:

Please email Hillary Sabbagh at hsabbagh@suffolk.edu to register for a travel seminar.

Credits:

3

Description:

The Immersion course provides an opportunity for students to link their program work to hands-on experience and visits to real-life global companies. The highly experiential, intensive course combines classroom learning with a direct business and cultural experience. Students will work in teams directly for a client or several clients, solving real challenges, using their analytical skills, knowledge, and experience to develop feasible solutions. Required for all MBA students, the course will be offered globally or nationally to accommodate a variety of student needs.


Healthcare Specialized Courses (15 credits)

 

Credits:

3

Description:

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

Prerequisites:

HLTH 705 (or 701)

Credits:

3

Description:

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

Credits:

3

Description:

Develops students' knowledge and skills to enable them to engage more effectively with the human side of healthcare organizations. The course examines forces that shape healthcare organizations, and it draws on management theory and practice to explore topics including: governance and control; strategy; organizational structures, tasks and positions; culture and ethics; teamwork; communication; planning; decision making and problem solving; and managing people and performance in clinical and support services. The course also covers operational aspects of human resources planning and management, including recruiting, retaining and managing human resources; cultural competence and diversity management.

Prerequisites:

HLTH 705 (or 701); and HLTH 707 HLTH 812 MBA 625 or SBS 604

Credits:

3

Description:

"Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the ""Evidence-Based Healthcare Management"" Foundation course\"

Prerequisites:

HLTH 705 (or 701) and HLTH 707 (or 812)

Credits:

3

Description:

"The ""production"" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality\"

 

Healthcare Specialized Electives (6 credits)

Choose two (2) courses (6 credits) from the following approved electives. 

Credits:

3

Description:

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

Prerequisites:

HLTH 701 or HLTH 705

Credits:

3

Description:

This course prepares students to plan, lead," manage and improve primary care and other ambulatory patient care services (""APC"") toward achieving the ""Triple Aim"" of better population health\"

Prerequisites:

HLTH-701 or HLTH-705

Credits:

3

Description:

The health and wellbeing of people throughout the world are challenged by many factors. To highlight those factors and what is being done to address them, this course focuses on global health problems and needs, including those related to infectious and chronic diseases, injuries, mental illness and substance abuse, and complex emergencies such as natural disasters and war, with particular attention to women, children and families. It also review critical global health-related policy issues such as poverty, population growth, the food and nutrition crisis, water wars, environmental degradation and climate change. Among the assignments, students write papers on specific global health problems and needs and identify healthcare and health-related organizations and financial resources in selected countries that are addressing the problems and needs. The course closes by examining the challenges of how to prioritize the deployment of scarce resources and mobilize citizens, governments and for-profit and non-profit organizations to enhance people's health and wellbeing and save civilization.

Prerequisites:

HLTH 810 or HLTH 831

Credits:

3

Description:

Builds student competencies in the improvement and assurance of the quality and safety of healthcare services. This course builds on the principles, concepts, tools, and analytic methods addressed in the pre-requisite Core II course," ""Quality\"

Prerequisites:

Take HLTH-701;

Credits:

1.00- 3.00

Description:

This is a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report, and the project must be approved by the Dean of Academic Affairs prior to registration.

 

Construct the Big Picture (7 credits)

 

Prerequisites:

Take MBA-701, MBA-710, MBA-721, MBA-730, and SBS-700

Credits:

1

Description:

This course involves synthesizing and applying the content from Values Based Decision Making through two deliverables, both of which require reflection on the MBA experience. Students will consider the external clients they have worked with in their client oriented classes and the MBA curriculum through an ethical lens. They will focus on identifying organization-based ethical issues and values, applying ethical frameworks to analyze them, and making an argument as leaders or managers for an ethical solution. This course will offer application and synthesis, taught towards the end, allowing students to creatively apply ethical perspectives to what they learned in the MBA.

Prerequisites:

MBA students only. SBS-700, MBA-701, MBA-710, MBA-615(or SBS 603), MBA-625(or SBS 604), MBA-635, MBA-640(or ACCT 800,) MBA-650, MBA-660, MBA-720(or MBA-721), MBA-730, and MBA-745(may be taken concurrently)

Credits:

3

Description:

This course introduces students to the fundamentals of the global business environment in a way specifically relevant to innovation in world-class clusters. The course has a three-part format: 1. global business fundamentals; 2. opportunity recognition, validation and planning; and 3. experiential term group project in the elaboration of a proposed innovation. Global business fundamentals include the complexities of operating in the international economic environment, the theory and practice of trade, the global integration and local responsiveness of the multinational firm, the internationalization decision of firms, as well as the different modes of entry.

Prerequisites:

SBS-700, MBA-701, MBA-710, MBA-615(or SBS 603), MBA-625(or SBS 604), MBA-635, MBA-640(or ACCT 800,) MBA-650, MBA-660, MBA-720(or MBA-721), MBA-730, and MBA-745(may be taken concurrently)

Credits:

3

Description:

Students engage in a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and most especially, experiential exercises involving competition. Students will develop a multi-functional general management perspective. The course is designed to help students integrate and apply their knowledge and techniques learned in the core courses of the MBA program into an overall view of the firm, evaluate the environment, and speculate on the future direction of the organization. Students will also learn about the principal concepts, frameworks, and techniques of strategic management, they will develop the capacity for strategic thinking, and they will examine the organizational and environmental contexts in which strategic management unfolds. This course will make extensive use of experiential activities and projects designed to get students to experience the dynamics of competition right in the classroom.

 

Lead and Implement Change (3 credits)

Must be taken as late in the program as possible.

Prerequisites:

MBA students only. SBS-700 MBA-701 MBA-710 MBA-615 MBA-625 MBA-635 MBA-640 MBA-650 MBA-660 MBA-720(or MBA-721) MBA-730 MBA-745 MBA-750 MBA-760 (MBA 745, MBA-750 and MBA-760 may be taken concurrently with MBA 770)

Credits:

3

Description:

The final course in the MBA curriculum ties together the integral components of the four industry clusters, strategy and business fundamentals to the experience of leading change. Students experience the change process personally through a simulation. Students then apply their learning to an applied project based in one of the four clusters that is team-based, client-focused, grounded in research, and integrates MBA concepts as required with a final presentation to a live client. As part of understanding change, students will also evaluate the wider societal impacts of the business change. Finally, students reflect on their MBA program in total, revisiting their career plan and vision. This course uses multiple approaches, defining, understanding and experiencing the strategic value of change at the organizational, team, and individual levels.

 

Waiver Policy

MBA Core courses (MBA 615, MBA 625, MBA 635, MBA 640, MBA 650 and MBA 660) may be waived. Required MBA Courses (SBS 700, MBA 701, MBA 710, MBA 721, MBA 730, MBA 740, MBA 745, MBA 750, MBA 760 and MBA 770) cannot be waived.

To waive a core course, a student must successfully complete equivalent academic coursework at the undergraduate/graduate level in the seven (7) years prior to MBA/Health matriculation.To waive a healthcare specialized course, a student must successfully complete equivalent courses at the undergraduate/graduate level in the three (3) years prior to MBA/Health matriculation. Courses for consideration must be a grade of "B" or better and official transcripts provided (with English Translation, if applicable). 

All waiver requests are evaluated upon a student’s acceptance into the MBA/Health Program and are waived during the student’s first semester. Students may also elect to take a proficiency exam, for a fee, to gain a waiver. Proficiency exams must be taken in the first semester and are administered on the Boston campus. All MBA/Health students must complete a minimum of 45 graduate credits in the Sawyer Business School.

Transfer Credit Policy

Courses may be considered for transfer to the Healthcare specialized courses at the graduate level in the three (3) years prior to MBA/Health matriculation. Courses for consideration must be a grade of "B" or better and official transcripts provided (with English translation, if applicable). 

Students Who Leave Boston Before Their Degree is Complete

Occasionally, Suffolk MBA/Health students must leave the Boston area having not yet completed their degree. The Sawyer Business School has several options available to insure completion of the Suffolk MBA/Health. You may be able to transfer in six (6) credits of elective courses from an AACSB-accredited MBA close to your new place of residence. Courses must be pre-approved by Suffolk’s Assistant Dean of Graduate Programs and have a grade of "B" or better.

A student who leaves the area may also complete their Suffolk MBA/Health degree online.

 

Graduate Certificate in Healthcare Management and Leadership

Learn more about this certificate

Course Substitution Policy

To substitute a healthcare certificate course with an approved elective, a student must have successfully completed equivalent academic coursework at the undergraduate/graduate level in the three years prior to matriculation ("B" or better) and provide official transcripts (with English translations, if applicable). A student may substitute only one course. A maximum of 3 credits of coursework can be substituted.

Candidates who apply within one year of completing their graduate certificate will have applicable courses applied to a Sawyer Business School (SBS) graduate degree programs in the same discipline as the certificate, as long as a grade of "B" or better was earned in the course.

Candidates who apply to a degree program, different from their certificate program’s discipline area or beyond one year, will have coursework evaluated on a case by case basis for relevancy, current degree requirements and current Sawyer Business School waiver and transfer policies.

Curriculum

5 Courses
15 Credits

Program Length

Part-time in as few as 9 months

Required Courses (15 credits)

Credits:

3

Description:

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

Credits:

3

Description:

Builds essential accounting and financial management skills for healthcare managers. Topics include income statements, balance sheets, and interpretation and analysis of financial statements, as well as the implications of assuming financial risk. The course also covers the revenue cycle, financial information systems, and the use of financial information for decision-making. Focused attention is given to managerial accounting, cost allocation, budgeting and variance analysis, as well as ethical and legal perspectives.

Prerequisites:

HLTH 705 (or 701)

Credits:

3

Description:

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

Credits:

3

Description:

Develops students' knowledge and skills to enable them to engage more effectively with the human side of healthcare organizations. The course examines forces that shape healthcare organizations, and it draws on management theory and practice to explore topics including: governance and control; strategy; organizational structures, tasks and positions; culture and ethics; teamwork; communication; planning; decision making and problem solving; and managing people and performance in clinical and support services. The course also covers operational aspects of human resources planning and management, including recruiting, retaining and managing human resources; cultural competence and diversity management.

Prerequisites:

HLTH 705 (or 701); and HLTH 740 HLTH 808 or MBA 721

Credits:

3

Description:

The business of delivering healthcare services generates a multitude of ethical questions which must account for a range of interests, from the interests of patients and consumers, to those of providers and staff, to those of the organization as a business, and the broader interests of community and society. This course familiarizes students with these issues and interests, and with ethical concepts and frameworks for ethical decision making. The course integrates ethics into students' development of their own leadership and change management skills and practice. The course is designed to promote intellectual growth and personal insight into one's own leadership capabilities and style, moral values and beliefs, and to develop competency both in one's personal leadership practice and in leading and managing organizational change.

Course Substitution Policy

To substitute a healthcare certificate course with an approved elective, a student must have successfully completed equivalent academic coursework at the undergraduate/graduate level in the three years prior to matriculation ("B" or better) and provide official transcripts (with English translations, if applicable). A student may substitute only one course. A maximum of 3 credits of coursework can be substituted.

Candidates who apply within one year of completing their graduate certificate will have applicable courses applied to a Sawyer Business School (SBS) graduate degree programs in the same discipline as the certificate, as long as a grade of "B" or better was earned in the course.

Candidates who apply to a degree program, different from their certificate program’s discipline area or beyond one year, will have coursework evaluated on a case by case basis for relevancy, current degree requirements and current Sawyer Business School waiver and transfer policies.

Graduate Certificate in Healthcare Management: Performance Improvement and Data Analytics

Learn more about this certificate

5 Courses
15 Credits

Program Length

Part-time in as few as 9 months 

Required Courses (12 credits)

Credits:

3

Description:

Develops foundational evidence-based management skills and initiates the professional self-development work that students undertake throughout the MHA Program. This course covers applied research methods and statistical tools as it develops students' skills at identifying, collecting, analyzing and interpreting data. Students engage in hands-on data collection, statistical analysis and interpretation of results. Professional development work includes self-assessments, clarification of career aims, and connecting with resources available to healthcare management professionals.

Prerequisites:

MHA and MSBA students only. HLTH 705 (or 701) and HLTH 707 (or 812) or SBS 604.

Credits:

3

Description:

Introduces students to concepts, analytic tools, and techniques in operations management, including project management, process documentation and analysis, process improvement tools, Lean Six Sigma methodology, queuing theory, forecasting, Theory of Constraints, and supply chain management. Students will understand patient flow and will learn to measure and compare productivity between departments and healthcare organizations, to map processes and identify improvement opportunities," and to apply quantitative methods for optimal managerial decisions. The course builds on the ""Evidence-Based Healthcare Management"" foundation course. Class exercises\"

Prerequisites:

HLTH 705 (or 701); and HLTH 707 HLTH 812 MBA 625 or SBS 604

Credits:

3

Description:

"Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the ""Evidence-Based Healthcare Management"" Foundation course\"

Prerequisites:

HLTH 705 (or 701) and HLTH 707 (or 812)

Credits:

3

Description:

"The ""production"" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality\"

Elective (3 credits)

Choose one from the following:

Prerequisites:

This course was formerly ISOM-815

Credits:

3

Description:

Introduces the importance of information as an organizational resource, role of big data in organizations, and the application of tools to provide high quality information. Students will be able to select the most appropriate data management tool (e.g., SQL vs. non-SQL databases) to business scenarios. Develops the skills needed to succeed in today's big data environment through the application of data management techniques, cases and exercises. Students will become proficient in designing databases using entity relationship modeling and normalization, in building and querying databases of various sizes with Access and SQL (an industry standard), preparing high quality data and applying data visualizing techniques. Students will complete a series of business-oriented hands-on exercises, prepare cases, and complete projects on database design and big data.

Credits:

3

Description:

Predictive analytics make predictions about unknown future events. It is crucial for companies to ask the right questions, perform rigorous analysis, and take actions that will result in the most desirable outcomes. This course develops students' capability in applying the core concepts and techniques of predictive analytics to identify opportunity, recognize patterns, predict outcomes, and recommend optimal actions within the context of organizational decision-making. Topics include: business analytics life cycle, data pre- processing, linear and nonlinear regression, tree-based methods, model assessment and selection, and resampling methods.

Credits:

3

Description:

Introduces business intelligence and data analytics. Business intelligence and data analytics help organizations in strategic and operational decision making by improving performance management, optimizing customer relations, monitoring business activity, and improving decision support. On a macro-level, the class will discuss business cases for the adoption of business intelligence and data analytics. We will discuss technologies and processes for gathering, storing, accessing, and analyzing data to provide users with better insights and business decisions. On a micro-level, students will use a variety of tools to build their skills in analyzing data to solve business problems. In summary, this course provides a conceptual understanding of business data resources and the development of capabilities for data preparation, warehousing, selection, description, mining, interpretation, visualization, communication, and innovation.

Credits:

3

Description:

Introduces the basic principles, tools and technique of the Project Management Life Cycle with practical real-life examples and scenarios. The basic concepts will be studied within the framework of the Project Management Book of Knowledge (PMBOK (R)Guide) guidelines set forth by the Project Management Institute (PMI). Other project management framework will be described though not in detail. The course will attempt to help students understand the relationship between good project management and successful software management, development and implementation, and the best practices at each stage of project planning, execution, control and closure. The course will also help build skills to research, analyze and report project management case studies that illustrate the topics covered in this course. PMP(R) and (PMBOK(R)Guide) are registered marks of the Project Management Institute, Inc.

Course Substitution Policy

To substitute a healthcare certificate course with an approved elective, a student must have successfully completed equivalent academic coursework at the undergraduate/graduate level in the three years prior to matriculation ("B" or better) and provide official transcripts (with English translations, if applicable). A student may substitute only one course. A maximum of 3 credits of coursework can be substituted.

Candidates who apply within one year of completing their graduate certificate will have applicable courses applied to a Sawyer Business School (SBS) graduate degree programs in the same discipline as the certificate, as long as a grade of "B" or better was earned in the course.

Candidates who apply to a degree program, different from their certificate program’s discipline area or beyond one year, will have coursework evaluated on a case by case basis for relevancy, current degree requirements and current Sawyer Business School waiver and transfer policies.