MBA-HCA Curriculum

As the fastest-growing, second-largest sector of the U.S. economy, health care offers unique opportunities for service and compassionate care. The MBA in Health Care Administration is designed for practicing clinicians and health care professionals who are leaders or aspiring leaders in health care organizations. The program prepares you for leadership and management in hospitals, clinics, extended care facilities, assisted living facilities, and group practices. It includes 6 Graduate Business Core courses followed by 6 specialized courses, for a total of 36 credit hours.

While we pride ourselves on the quality of our programs and our supportive faculty, we believe you'll experience much more at MVNU—a program that focuses on the development of the individual as a whole person. The value of our program is enhanced through the outstanding customer service and personal interest we provide to help you achieve success.

Learn how to start the enrollment process for the MBA—Health Care Administration program today.

Graduate Business Core

The foundational course, Ethics, Leadership, and Faith, must be your first course, while Strategic Management must be your final course.

Course NumberCourse NameCredit Hours
MAN6113Ethics, Leadership, and Faith 3
MAN6023Organizational Behavior 3
MAN6123Legal Issues in Management 3
ECO6083Managerial Economics 3
MAR6003Marketing Management 3
MAN6043Strategic Management 3
Total 18

MBA—Health Care Administration

Specific courses that must be taken for the MBA—Health Care Administration are listed below.

Course NumberCourse NameCredit Hours
HCA6013Financial Management in HCA3
HCA6033Health Services Administration3
HCA6043Legal Aspects of HCA3
HCA6053Management of HC Human Resources3
HCA6063Quality Management in HC Organizations3
HCA6073Leadership in HC Organizations3


Graduate Business Core

Ethics, Leadership, and Faith (3)
An exploration of the thesis that the essence of effective leadership lies in a commitment to Christ-centered principles that foster the development of excellent character and unquestioned integrity. Challenges to this thesis will be examined and are certain to stimulate vigorous debate. From these discussions, as well as the assigned reading, a leadership platform emerges that serves as a guide for effective decision-making. It announces to others: “This is what I stand for. This is what I believe.”

Organizational Behavior (3)
A systematic examination of variables, psychological and sociological, that are important in the comprehension of individual motivation, the managing of groups, interpersonal relationships, and organizational effectiveness, as well as creativity and leadership within the organization.

Legal Issues in Management (3)
A course designed to give students an understanding of the legal concepts, rights, obligations and liabilities faced in the business environment. This course focuses on the arena in which commercial transactions occur and the legal issues that arise with these transactions. It is the goal of this course to prompt students to proactively consider legal issues among the decision dimensions when making a business decision.

Managerial Economics (3)
A study of the concepts of microeconomics and macroeconomics theory and policy including the concepts of demand and supply theory, resource and product markets, fiscal and monetary policy, and price theory and profit maximization.

Marketing Management (3)
An introduction to the theory and practical application of marketing principles. Special emphasis is given to developing a framework for analyzing strategic marketing situations by defining target markets and developing a marketing mix related to the market stakeholders of the organization.

Business Marketing (3)
A capstone study of how firms formulate, implement, and evaluate strategies. Students study strategic management concepts and techniques used to chart the future direction of different organizations. The major responsibility of the student is to make objective strategic decisions based on an integrated perspective of the program curriculum and to justify their decisions through oral and written communication.

MBA—Health Care Administration

Financial Management in Health Care Environments (3)
An introduction to financial principles and concepts as applied to health care financial management of both for-profit and not-for-profit entities within the context of the health care environment. Basic vocabulary, processes, functions and reports are presented, including financial statements as commonly seen in health care environments. In addition, considerations for cash flow, payables and receivables, and considerations in working with various types of revenue streams are also presented.

Health Services Administration (3)
An introduction to the structure and components of the health care delivery system in the United States.

Legal Aspects of Health Care Administration (3)
A study of principles and theories of law that relate to health care delivery. Applications in law are examined, both generally and in relation to health care liability and risks facing health care administrators. Topics include the legal system in the United States, tort law, professional negligence, contracts, anti-trust issues, corporate liability, department liabilities, information systems and management, issues of consent, reporting requirements, rights of patients, malpractice insurance, labor relations, employment law, managed care, and risk reduction.

Management of Health Care Human Resources (3)
A study of key concepts, principles, and practices of human resources management for health care professionals. Special emphasis is given to conflict, stress management, legal issues, regulatory issues and other essential aspects of personnel management.

Quality Management in Health Care Organizations (3)
Special emphasis is given to measurement and improvement of quality in health care organizations. Special emphasis is given to commonly used principles and practices of quality management in health care.

Leadership in Health Care Organizations (3)
A synthesis of theories, strategies, and systems of managing and leading health care organizations. Distinctive leadership styles are studied and considerable attention is given to insights gained from real life leadership scenarios.
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