Advanced Strategic Analysis
This course uses the case method to introduce the fundamental conceptual models, analytical frameworks, and financial analyses, essential for strategy formulation. Students will decide where to compete, and how to sustain a competitive advantage over rivals, by analyzing cases and applying rigorous financial methods to solve key challenges encountered at each stage of the business lifecycle: entry, funding, organic growth, acquisition, turnaround, and exit. Students will confront critical issues such as: What business should we be in? What products or services should we provide? Which customers should we serve? In which geographic areas? The course will provide students with the conceptual models, analytical tools, and financial methods they need to formulate and implement strategy at each stage of the company lifecycle. The class will enhance performance as general managers and consultants.
This course places emphasis on understanding of statistical concepts behind data analytic principles. This course will be accompanied with a computer lab to explore, visualize and perform statistical analysis with data. Lectures and discussions will focus on the following: exploratory data analysis; basic concepts of statistics; construction of hypothesis tests and confidence intervals; the development of statistical methods for analyzing data; and development of mathematical models used to relate a response variable to explanatory or descriptive variables.
Students learn the tools and analytical techniques that managers need to assess and formulate effective strategies for their organizations. Topics include strategic analysis, industry analysis, value chains, core competencies, competitor analysis, scenario analysis, portfolio analysis, option analysis, and game theory. The focus is on analyzing and diagnosing business problems as well as developing and implementing effective strategic solutions.
This is the culminating capstone course of all masters-level graduate education programs. It has two aims: (1) helping students to discover and develop new and effective ways of managing and working together with all the stakeholders within the healthcare field and (2) helping accelerate a student’s development of the context awareness, integrative management, and industry skills that are needed to lead in a rapidly changing healthcare sector. This capstone course puts students in a new organization, one they don’t already know well, and gives them the chance to practice hitting the ground running. This culminating course provides a deeper preparation for the next stages of a student’s career.
Knowledge of accounting is a core requirement to any career that is business related. The accounting system provides much of the data needed to make business decisions. The aim of this course is to help you build a strong base of this essential building block at the outset of your business education.
This course is designed to provide you with a comprehensive, graduate level introduction to accounting. You will learn how the accounting system used by firms stores information. This information is used to measure and report their economic performance to external constituents such as stockholders, debt holders and potential investors. You will build a solid foundation of accounting concepts and mechanics, and develop a perspective for the intelligent use of this information. By the end of the course you should be able to read and interpret financial accounting reports and draw conclusions about a firm’s performance.
The course is organized into two interrelated modules. First, you will learn the process of accounting ‐ how the information is recorded, organized and collated to produce reports. You will learn to create the reports. This includes an examination of the main financial statements, the nature of accrual measurement, revenue recognition, assets, liabilities and equity. The first half of the course is the foundation. In the second part of the course, you will systematically review important parts of the financial statements that are issued by companies. You will learn to analyze the information and make inferences about firm quality, performance and risk.
Health Data Analytics
Big data analytics, machine learning and artificial intelligence have been playing more and more important roles in modern medicine. The main goal of this course is to introduce the basic concept of data science, machine learning and artificial intelligence, what are the classical and state-of-the-art technologies? How are they applied in analyzing medicine and healthcare data? What are their limitations? What would be the future on this topic?
Specifically, we will start with the basic introduction of machine learning and artificial intelligence, their concepts, relationships and histories, as well as how are they adopted in biomedicine. We will also compare the difference between small scale but rigorous cohort study, and large scale but noisy real world data study. Then we will introduce the basic procedure of data preprocessing, such as quality assessment, feature extraction and standardization. Two most important analytical problems, predictive modeling and patient stratification will be introduced afterwards with related classical techniques, followed by more state-of-the-art methods introductions such as network and deep learning methods. Evaluation methods will be briefly introduced as well. Biomedical application examples will be provided throughout the entire course to help the students understand those different methodologies.
The course will be mainly lectures plus exercises. Light programming with R/Python will be needed in the class. There will also be guest lectures given by speakers in industry and other research institutions.
Clinical information systems such as electronic health records are central to modern healthcare. This course introduces students to the complex infrastructure of clinical information systems, technologies used to improve healthcare quality and safety (including clinical decision support and electronic ordering), and policies surrounding health information technology.
The fundamental view that guides this course is that leadership in diverse healthcare focused organizations has shifted from being predominantly about “command and control” to being more oriented towards “cultivate and coordinate.” Enabling change in the changing health care environment requires leaders to have a compelling vision of the change they want to create, insight into themselves and others, a clear understanding of the contexts in which change occurs, and effective practices for producing shifts in current ways of doing things.
This course is will include leadership concepts, tools and skills, as well as reflection. Through the use of assessments, as well as a variety of readings, cases, and classroom exercises, this course will help students develop leadership capabilities in the context of their careers in healthcare organizations. We will also hear from the experience of experts in the field to help guide our thinking and discussion.
The healthcare industry is made up of several key stakeholders, each driven by a distinct set of incentives. In order to drive innovation and lead change within the industry, healthcare leaders must learn to collaborate. The purpose of this course is to help healthcare leaders facilitate collaboration, address conflict and challenges within their organization, negotiate new strategic opportunities, and overall make a greater impact within the industry.
This course teaches the Getting More model of negotiation, a new process of human interaction developed over the past 25 years by Professor Stuart Diamond of The Wharton School and Penn Law School. The process is both a collection of individual tools and a structured model. Each class meeting will include a case simulation designed to teach you better negotiation skills. You will be expected to prepare this case and negotiate it to the best of your ability. This course is hard. It is hard to unlearn behaviors used since childhood. It is harder yet to practice them and make them your own.
Healthcare Policy and Economics
This course provides an introduction to basic economic concepts associated with health care and current policy issues facing the US health care system. Topics will include the historical foundations of the health care system, how the health care sector differs from other markets, financing of health care and the role of government, the structure and functions of public and private health insurance, economic components of the delivery system, and understanding the challenges of health care reform. These topics will be examined from the view of payers, providers, and regulators, and the interactions of these stakeholders.
This course is focused on giving leaders in healthcare the tools and frameworks to effectively plan for the strategic future of their organizations, manage and implement change, as well as drive innovation within industry. Students will evaluate case studies focused on trends, opportunities and challenges within the industry and develop effective strategies using practical tools such a scenario planning, stakeholder mapping, etc. The exercises will leverage knowledge from previous courses in the Program such as understanding of healthcare policy and regulation, ability to analyze financial and statistical data, knowledge of operations management, and familiarity with healthcare technology. By the end of the course, students will be able to apply these analytical tools to deconstruct situations within their own workplace and drive innovation.
Healthcare Regulation and Reporting
Leaders in healthcare must understand the complexity of legal standards and regulations that dictate the industry in order to make strategic decisions for their organizations and practices. This course will provide an overview of key topics in healthcare law including fraud and abuse, professional and facility licensure, limitations on the corporate practice of medicine, Medicare and Medicaid, the regulation of managed care, HIPAA and healthcare privacy and data security, digital health, telemedicine and health IT, antitrust law, and value-based-care and accountable care organizations.
Introduction to Health Services Research
This course is designed to introduce students to the fundamentals of health services research. Health services research is the discipline that measures the effectiveness of interventions designed to improve healthcare. These interventions can include changes to the organization, delivery and financing of health care. Common outcome measures in health services research include (but are not limited to) patient safety, healthcare quality, healthcare utilization, and cost. Specific topics to be covered in this course include: refining a research question, choosing a study design, minimizing bias and confounding, selecting data sources, optimizing measurement, and more. The goal is to help students take on the perspective of the researcher, even if temporarily. This will help students more rigorously evaluate others’ research and discern which findings are robust enough to put into practice.
Incentives in the US Healthcare Systems
This course provides an overview and analysis of incentives in the current US health care system for consumers/patients, health care providers, payers and insurers, and other stakeholders such as pharmaceutical and medical device companies. Discussion centers around how the medical care market differs from markets for other goods and services and how incentives interact to affect health care delivery and outcomes. We then use the lens of incentives to examine the rationale and consequences – both intended and unintended – of major reform models designed to align incentives with improving the quality and experience of care while containing the growth of health care costs.
Leadership & High Performance Teams
Leadership & High Performance Teams is a course on the theory and practice of high performance in task‐performing groups. The aim of this first course in the program is to provide information and experiences that are useful as you work in your study teams, as well as being directly applicable to the teams you participate in and lead at work.
In this short course, we will use cases, experiential exercises, simulations, and Socratic class discussion. You will also be introduced to the Team Coaching component of the program.
Managerial Accounting and Reporting
This course is designed for future managers who want to use accounting information within their organizations to improve decision-making. The class is divided into three units: costs and analysis, costing systems, and decision making. In the first unit, we learn about cost definitions, behavior, estimation, and cost-volume-profit analysis. In the second section, we discuss the pros and cons of costing systems with an emphasis on accounting for manufacturing. Finally, we explore internal planning and decision making topics, such as budgeting, performance measurement, and outsourcing decisions. Instruction is a mixture of lecture and case discussion. Grading is based on three exams, short quizzes, and class contribution.
This course examines the decisions faced by corporate financial managers in their efforts to maximize the value of their firms. The basic principles and practices of corporate financial planning and management are discussed, including the underlying theories and their applications.
Specific topics include: the role of the financial manager, function of financial markets and intermediaries, capital markets, institutions, interest rates, types of financial instruments and their uses, valuation concepts, dividend discount models, capital budgeting, risk and return, cost of capital, and capital structure.
Managing & Leading in Organizations
This course is intended to expose Executive MBA/MS students to some of the major ideas and findings in the field of managing and leading in contemporary organizations. It is based on the proposition that leading well requires thinking well. Succeeding in any business leadership role requires you to think critically, and make quality decisions, even in the face of challenges such as imperfect/incomplete information, changing and unforeseen circumstances, and human nature in all of its complexity and unpredictability. This may be especially true for those working in demanding healthcare environments, in which the stakes are often high.
We will focus on three leadership competencies that are crucial for your success: 1) critical thinking and decision making, 2) smart collaborating with an eye toward creativity and change, and 3) the ability to motivate, influence, and negotiate. Critical thinking involves developing hypotheses about the causes of problems, using all the available evidence to test those hypotheses, and developing solutions that address those causes most effectively and efficiently. Knowing how to collaborate, negotiate and work together, is essential for getting to the best solution. But having the right answer is rarely good enough. Very often the right answers have to be sold. Thus, you will work on your ability to motivate and influence others through the merits of your analysis and your solution.
Major themes of this course focus on thinking and leading rationally; recognizing and avoiding reasoning flaws and the forces that make us most susceptible to such flaws; approaching business problems systematically and thoroughly; and producing a problem solution that is (a) well-reasoned; (b) likely to be well-received by ultimate decision makers; and (c) able to be implemented successfully. You will be introduced to, and then practice using, analytical frameworks that you can apply to any leadership challenge or opportunity – regardless of company or job function — in order to solve problems and communicate your proposed solutions effectively. These are not only essential business leadership skills; they are life skills.
Operations is at the heart of every organization. Efficiency of operations is essential for firms to sustain themselves over time. Effective operations are essential for ensuring that the organization is competitive through continuous value delivery to the customer. Successful business innovations also rely upon the management of change in the way the firm operates.
Over the years, the focus of courses of operations in Executive MBA programs has moved from traditional efficiency and effectiveness considerations to the attainment of strategic organizational goals and the successful leveraging of disruptive innovations, especially those brought upon by new technologies. These more recent trends will also guide the content of this course. While the sessions will cover the essential concepts of operations, the primary focus of lectures and discussions will be on the links across operations and strategy and business innovation.
Healthcare is a large sector of the global economy (around 10%) and it is an even larger share of the domestic US economy (approaching 20%). The sector is facing many challenges including rising costs, demographic shifts, rise in chronic diseases, changes in supply and demand of care services and disruptive innovations brought upon by technological advances.
Further the pace of change shows no signs of slowing down. In the midst of these change trends, there will be significant new opportunities as the underlying forces of disruption and value creation are understood and leveraged. This will include opportunities for both transforming existing healthcare businesses and creating new startups. Success in this rapidly changing world will require both a solid understanding of the healthcare sector, service and business model innovation and an inspirational leadership style to be bold, take risks and lead complex change.
This course is designed as a core operations course for Executive MBA students. The goal of this course is to provide an effective combination of theory and practice in strategic operations management for professionals in the healthcare sector. Lectures and case studies will provide a rich forum for in-class discussions. EMBA students will be encouraged to share experiences and key lessons from their own careers. A course paper will provide the essential link to practice by getting students to work in small groups on the challenges of managing operations and innovations in an existing organization.
The course is designed to convey the key concepts of marketing and how they fit into the larger context of management strategy and decisions. Both the practical “how” and the fundamental “why” of marketing activities are covered. The goal is to provide sufficient understanding for those who will only need interaction with the marketing function and its managers, while at the same time communicating concepts and developing thought processes that can provide the foundation for further experience in marketing.
Microeconomics for Management
Microeconomics is the science making decisions. Economists use models to study how individuals, businesses, and governments deal with choice. The goal of this class is to build familiarity with modern microeconomic theory and its applications to the real world. Modern economics has become very math-intensive. While this course will not be math-heavy, we will be using some math in this course: largely two-dimensional graphs and algebra, with some discussion of calculus in terms of slopes, tangents, and rates of change.
The class begins with the most basic models of how markets work using consumer and producer behavior. These models assume consumers and producers have full information, accept a price as given, and respond accordingly. We will then expand these models to allow for more realistic scenarios: market power (consumers or producers can manipulate prices), imperfect or asymmetric information (consumers or producers have varied knowledge), and externalities (consumer or producer decisions impact others). In each case, we consider the implications of the models within the context of business management.
Product and Brand Strategies
Designing and implementing effective product and brand strategies is of vital importance for most firms. As product lifecycles shorten and competitive activity leads to record numbers of product introductions, success in new products becomes indispensable. However, innovation is risky and most new products fail in the marketplace. Very often, ineffective marketing is the primary cause of new product failures. In the first part of this course, we will focus on tools and techniques associated with formulating successful new product strategies. We will cover topics such as business innovation, blue oceans, disruptive technologies, and product line design.
The most effective product strategy is never complete, however, without an equally effective branding strategy to supplement it. Building a strong brand infuses the product with meaning and shapes the firm’s promise to consumers. That is why a well-established brand is the most valuable asset of many successful firms. In the second part of this course, we will examine the foundations of brand management and will focus on the tools and techniques needed to create a meaningful brand, position a brand, promote a brand, leverage brand equity, and communicate brand meaning via traditional and digital media.
*Subject to Change