Prospective students should use this checklist to obtain specific admissions requirements on how to apply to Graduate School.
|Residential and Executive M.S.H.A. Director:||Amy Yarbrough Landry, PhD (Residential & Executive)|
The Master of Science in Health Administration (MSHA) Program, accredited by the Commission on Accreditation of Healthcare Management Education, trains executives for health services organizations. The program has graduated more than 1,300 persons since 1965.
Students must complete 23 graduate courses and a 12-month administrative residency in a health care organization. A capstone core course is completed during the last on-campus semester. Twenty-one core courses and two elective courses are required as well as a summer internship or international experience for single-degree MSHA students. All students begin in the fall term and complete coursework in 21 months followed by the administrative residency.
Complete applications for fall entry are due no later than the preceding November 1. Since admission to the MSHA program is very competitive, early application is encouraged.
MSHA-MBA, MSHA-MSHI Coordinated Degrees
Students wishing to pursue simultaneously the Master of Science in Health Administration (MSHA) and the Master of Business Administration (MBA) degrees must complete 29 graduate courses, including 1 elective. Students seeking to complete the Master of Science in Health Administration (MSHA) and the Master of Science in Health Informatics (MSHI) must complete 30 graduate courses including a summer internship. A 12-month administrative residency in a health services organization is required for completion of the MSHA program. A student who enters a coordinated program, but subsequently decides to pursue only one of the degrees, must satisfy all the requirements for the degree sought.
Applicants to the MSHA, MSHA-MBA, or MSHA-MSHI programs must have completed or anticipate completion of at least a baccalaureate degree from a regionally accredited college or university or from a recognized university abroad before entry into the program. Prior to matriculation, MSHA-MBA students must have successfully completed three semester credit hours in pre-calculus to meet MBA requirements.
Application for the MSHA program should be made using the UAB Graduate School Apply Yourself
Application Network Service available at (https://app.applyyourself.com/AYApplicantLogin/fl_ApplicantLogin.asp?id=uab-grad).
|Deadline for Entry Term(s):||Fall|
|Deadline for All Application Materials to be in the Graduate School Office:||November 1 for first priority and June 1 if space is still available|
|Number of Evaluation Forms Required:||Three|
|Entrance Tests:||GRE (minimum composite score of 300) or GMAT (minimum score of 480) is required for Residential applicants only. TOEFL and TWE are also required for all international applicants whose native language is not English.|
|Comments:||Additional application for admission is required by program|
For detailed information, contact Admissions Coordinator, Department of Health Services Administration, UAB School of Health Professions, SHPB 567, 1720 2nd Avenue South, Birmingham, AL 35294-3361.
or the UAB Graduate School of Management (MBA Program), BEC 203, 1720 2nd Avenue South,
Birmingham, Alabama 35294-4460.
Executive MSHA Program
Qualified students can earn the Master of Science in Health Administration (MSHA) by completing the Executive format. This program is open to individuals with at least 5 years of experience in health care organizations, either as managers or as clinical professionals. Participants in the MSHA program (Executive format) complete both on-campus and distance-learning activities, and a brief field experience, within 2 years of study.
For detailed information, contact Admissions Coordinator, Department of Health Services Administration, UAB School of Health Professions, SHPB 590C, 1720 2nd Avenue South, Birmingham, Alabama 35294-3361.
HA 602. Introduction to Health Care Systems. 3-5 Hours.
U.S. health care system. Historical context; systems theory; analysis of organizational components; health services personnel; national, state, and local government roles; financing mechanisms; demography; mortality and morbidity; quality assurance; political issues; and trends in progress. Individual and group projects and field trips.
HA 605. Health Policy and Politics in the U.S.. 3 Hours.
Policy-making process in U.S. Review of forces influencing policy-making, legislative process, and evolution of U.S. health policy.
HA 606. Operations Management & Process Improvement in Health Care Orgainizations. 4 Hours.
Presents an overview of operational management and processes from the administrative perspective. Provides students with knowledge, skills, and tools including lean/six sigma, to implement, facilitate, and coordinate continuous quality improvement activities in health care environments.
HA 607. Decision Science for Health Services Administration. 3 Hours.
Day-to-day operational aspects of health services administration through use of required readings, case studies, class discussions, and class assignments.
Prerequisites: HA 602 [Min Grade: C]
HA 611. Managed Care. 3 Hours.
Examination of factors that influence future direction of managed care. Changing relationships among major stakeholders. Broad areas of discussion including market dynamics, product characteristics, reimbursement methodologies, contracting issues, management information systems, government initiatives, legal and ethical issues, and future trends.
HA 612. Essentials of Health and Human Disease. 3 Hours.
Reviews medical terminology, diseases, and diagnostic and therapeutic procedures for key body systems and the fundamentals of epidemiology.
HA 613. Health Law. 3 Hours.
Selected legal principles and their application to health field. Legal aspects of corporate liability, medical malpractice, admission and discharge processes, medical staff bylaws, informed consent, nursing, patients' rights, medical records, and governmental regulation of personnel and health facilities.
HA 614. Process Improvement. 3 Hours.
Customer driven process involving team and process thinking and application of statistical tools to way in which work is accomplished. Provides students with knowledge, skills, and tools necessary to implement, facilitate, and coordinate continuous quality improvement activities in health care environments.
HA 616. Biomedical Ethics. 3 Hours.
Focuses on the examination of various faith traditions, theories, principles and methods that influence reasoning, analysis and argument in contemporary health care ethics. Investigation of notable cases, the application of Modern Moral Theory, and in depth discourse on current issues in health care ethics (including media) is the cornerstone of the course.
HA 618. Seminar in Health Services Administration. 1 Hour.
This seminar provides an opportunity to reinforce the skills, knowledge, and abilities that will be required if students are to effectively transitioninto their administrative residency and professional health management practice. This will be accomplished by calling on faculty, health care managers, and other experts to provide brief, intensive seminars, workshops, fieldvisits, and other related activities.
HA 620. Healthcare Financial Management I. 3 Hours.
Application of financial management techniques to decision making for health care providers. Financial management functions and organizations, financial statement analysis, working capital management, present value analysis, capital budgeting, cost of capital, variance analysis, financing techniques, and financial analysis case studies.
HA 621. Healthcare Financial Management II. 3 Hours.
Analytical and synthetic aspects of financial management tools. Project method and case studies used to supplement theory.
HA 622. Financial Management for Health Professionals. 3 Hours.
Financial statements, cost allocation, capital budgeting, time value analysis, reimbursement, financial risk and return, long-term debt financing, capital structure, cost of capital, and analysis of financial performance.
HA 623. Application of Health Care Finance Principles. 3 Hours.
This course gives students opportunities to work on finance related projects in a health care setting. It is intended for Master of Science in Health Administration students who are pursuing the Health Care Financial Management Certificate. The students will apply knowledge they have acquired in previous courses in Health Care Financial Management.
HA 624. Revenue Cycle Management. 3 Hours.
The purpose of this course is to expose generalist administrators to information directly related to a modern healthcare revenue cycle and the impact that this process has on the financial viability for all healthcare organizations.
HA 625. Strategic Planning and Management. 3 Hours.
Methods for strategic planning and management of health services organizations. Techniques for determining strategies for unique services, integration of strategy, structure, and administrative systems.
HA 628. Leadership Development. 3 Hours.
Provide tools for the students' professional development and leadership; assist students' research for an administrative residency.
HA 631. Organization Theory and Behavior. 3 Hours.
Introduction to organization theory and behavior with applications to health services organizations. Topics include organizational structure, organization/ environment relationships, organizational performance, power and leadership, perception, attitudes, motivation, communication, and group dynamics.
HA 632. Quantitative Methods in Health Services Admin. 3 Hours.
Selected mathematical, statistical, and computer applications and statistical techniques applied to decision making in hospitals and health care organizations.
HA 635. Human Resources Management in Health Services Administration. 3 Hours.
Human resources management issues, including strategic role of employee selection, appraisal, rewards, and development, applications to health care sector, labor relations, and unique aspects of labor law relevant to health care organizations.
HA 636. High Performing Healthcare Organizations. 3 Hours.
This course is designed for future managers and leaders of hospitals and health systems and those who expect to have extensive involvement in them from the perspective of buyers, insurers, or policy makers. The course provides students with knowledge about how the best hospitals and health systems respond to their environment, and how they reach and implement decisions about future activities.
HA 637. Leadership. 3 Hours.
Individual leadership talents in handling various organizational challenges, such as leading organization change, building strong culture, developing effective teams, resolving conflicts, implementing effective motivational systems, and nurturing a learning organization.
HA 640. Information Systems and Management Science in Health Services Administration. 3 Hours.
Introductory course that provides basic vocabulary and principles of modern information architectures. Computer networking and communication technologies needed to support modern information infrastructures. Emphasis on management and use of information to support management decision making.
HA 643. Long-Term Care Administration. 3 Hours.
Seminar analysis of effect of chronic conditions and aging on delivery of health services, nursing homes and alternatives, mental health facilities and agencies, and rehabilitation facilities and services. Field trips and individual research projects.
HA 644. Seminar Issues in Ambulatory Care and Medical Group Management. 3 Hours.
This course provides an overview to the field of ambulatory care and physician practice management. With the emphasis on outpatient care, these areasoffer tremendous career potential for graduate students. Man aspects are similar between the acute care setting and the ambulatory care environment; however, this course will highlight areas that differ and how those differences impact doing business. This course builds on many of the Masters-level introductory courses.
HA 645. Health Economics. 3 Hours.
Economic analysis applied to health services sector; concept of efficiency applied to production and distribution of health services, health insurance, government programs, health care personnel, and health services organizations; current public policy issues; emphasis on student application of economic principles to health care issues.
HA 650. Management and Leadership Skills for Clinical Professionals. 1-3 Hour.
Leadership concepts and management principles as employed by clinical professionals in health care organizations. Focus on effective approaches to communication, change and conflict management, performance and financial management, and cultural competence.
HA 655. Seminar: Synthesis of Health Services Administration. 3-4 Hours.
Case method and problem-solving applications. Integration of materials presented during previous academic coursework. Course offered via Internet for Executive HA students. 2-3 hours each term of residency.
HA 661. Seminar: Social Issues in Health Services Administration. 3 Hours.
Social issues confronting and influencing health care delivery systems; maximum student participation in research and conduct of seminar; optional individual research project.
HA 671. Health Care Marketing. 3 Hours.
Introductory survey of marketing concepts as applied to health services organizations. Consumer behavior, market segmentation, target marketing, marketing research, management, and control of marketing mix variables.
HA 672. Health Care Entrepreneurship. 3 Hours.
This course provides a overview of the principle components of health care entrepreneurship, including business planning, raising funds, and the entrepreneurial activity and promoting innovation in existing healthcare organizations (intrapreneurial ventures).
HA 675. Health Administration Internship. 3 Hours.
Provides an experience for MSHA students to become more familiar with a health care organization or the deliver/administration of health care in a different country; provides an opportunity for students to apply and integrate knowledge and skills; interactions with health care managers and executives in a "real world" health care setting; enables students to explore and clarify their own career goals and to begin the process of professional development.
HA 678. Special Topics in Health Administration. 1-4 Hour.
Exploration of current issues in Health Administration.
HA 680. Health Administration Capstone. 2 Hours.
Helps facilitate the students' transition from the academic learning environment to the "real world".
HA 690. Administrative Residency. 2-6 Hours.
Structured field experience providing mentoring relationship with preceptor, observation of management processes within health services organization, and application of administrative theory and techniques. 2-6 hours each term of residency.
HA 695. Independent Study. 1-6 Hour.
HA 697. Independent Study. 3 Hours.
|Berner, Eta, Professor, 1986, EdD (Harvard), Evaluation of Clinical Decision Support Systems and Other Health Information Technologies|
|Burke, Darrell, Associate Professor, 2008, PhD (Virginia Commonwealth), Operations Management, Health Informatics; Quality Improvement; IT Management|
|Carroll, Nathaniel, Assistant Professor, 2014, PhD (Michigan)|
|Ferniany, I. William, Professor , 2008, PhD (Alabama), Governance, Strategic Planning, Leadership|
|Hall, Randa S., Assistant Professor, 2001, MSHA, MBA (UAB), Medical Practice Management; Leadership|
|Hamilton, Denise, Instructor (Health Services Administration): Health Care Finance|
|Hearld, Kristine Ria, Assistant Professor, 2010, PhD (Pennsylvania), Relationships Between Quality and Access to Care and Long Term Patient-Level Health Outcomes|
|Hernandez, S. Robert, Professor and Program Director, Doctoral Program in Administration-Health Services , 1972, DrPH (UNC - Chapel Hill), Strategic Planning for Health Care Organizations, Health Care Organization Theory, Human Resources Management|
|Hiett, Tee H., Professor Emeritus (Health Services Administration) , Health Care Computer Applications, Data Processing in Health Care|
|Hiett, Tee H., Professor Emeritus, PhD (Georgia Tech), Health Care Computer Applications, Data Processing in Health Care|
|Houser, Howard W., Professor Emeritus, 1970, PhD (Iowa), History of Health Care Systems, General Administration, Comparative Health Systems|
|Landry, Amy Y., Assistant Professor and Program Director, 2008, Ph.D. (UAB), Leadership, Strategic Management of Healthcare Organizations, Management Training and Development, Marketing|
|Lemak, Christy, Professor, 2014, PhD (Michigan), Performance Incentive Programs; Organizational Culture and Outcomes; Medicaid Policy; Hospital Performance|
|O'Conner, Stephen J., Professor, 2000, PhD, Health Care Policy and Management, Service Quality and Orientation, Stakeholder Analysis|
|Qu, Haiyan, Research Assistant Professor, 2007, PhD (UAB)|
|Ray, Midge N., Associate Professor, 1983, R.N, M.S.N. PhD (UAB)|
|Shewchuk, Richard M., Professor Emeritus, PhD (Kentucky), Health and Long-Term Care Issues in Aging|
|Vice, John E., Associate Professor, 2010, MSHA (UAB), Pediatric Medicine Leadership and Governance, Development and Industry Relations|
|Weech-Maldonado, Robert, Professor and L. R. Jordan Endowed Chair, 2009, PhD (Penn State), Health Disparities, Health Services Research, Long-term Care, Patient Satisfaction|
|Williams, Jessica, Assistant Professor, 2005, PhD (UAB), The Role of Patients' Unconscious Bias in the Delivery of Healthcare, Health Disparities|
|Zengul, Ferhat, Assistant Professor, 2014, PhD (UAB), Financial and Quality Performance of Healthcare Organizations|