HC351 Org & Adm of Hlth Care Programs

for F2B 2011

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Vision Statement: Park University, a pioneering institution of higher learning since 1875, will provide leadership in quality, innovative education for a diversity of learners who will excel in their professional and personal service to the global community.


HC 351 Org & Adm of Hlth Care Programs


F2B 2011 BL


McGee, Jacqueline Y.


Adjunct Faculty


Master of Arts Health Care Management, Webster University

Office Location

After Class

Office Hours

By Appointiment

Daytime Phone





Semester Dates

October 17 through December 11, 2011

Class Days


Class Time

5:00 - 7:30 PM

Credit Hours



Management Principles for Health Professionals, 5th Edition
Authors: Liebler, Joan Gratto and McConell, Charles R.
Publisher: Jones & Bartlett Learning
ISBN 978-0-7637-4617-9

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

 Publication Manual of the American Psychological  Association, 6th edition
ISBN - 10-1-4338-0561-8 (soft over)

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.

Course Description:
HC351 Organization and Administration of Health Care Programs: Structure and implementation of various types of health care organizations and their internal departments, administrative theory; utilization; facilities management; accreditation; strategic planning; decision making theory; medical, nursing, and support staff supply, supervision, and evaluation; financial management; human relations; research and development; organizational culture and change theory; and other internal and external forces. 3:0:3

Educational Philosophy:
 My educational philosophy is to treat students as adult learners, exchanging views, opinions, thoughts, ideas, and real world experiences relating to health care system. Readings and examinations contribute to the learning process; however, participation in this class is very important. I do not believe in doing "busy work" which does not contribute to learning. There will be total academic freedom in my classroom.

Learning Outcomes:
  Core Learning Outcomes

  1. Define terminology and demonstrate general knowledge of the major issues and concepts of administering various forms of health facilities and programs.
  2. Explain the concepts and applications of management techniques utilized in medical facilities.
  3. Compare and contrast the supply and distribution of health professionals and institutions.
  4. Discuss the problems associated with the cost and availability of health care.
  5. Evaluate current and future priorities in the administration of health care in relation to the economy, social issues, ethics, politics, medical science and environmental issues.

  Instructor Learning Outcomes
  1. Describe the Art or Science of Management.
  2. Describe and understand the various functions of the Human Resources Department.
  3. Describe and understand the health care environment and the impact of labor unions
  4. Describe the theories of motivation and practical stratgies in Health Care Management.
Core Assessment:

Class Assessment:
Classroom discussion, articles summaries and presentations, examinations and final paper.


Classroom Discussion                   100 points
Mid-term                                       200 points
Articles (4 at 50 point each)          200 points
Quiz (4 at 12.5)                              50 points
Final Paper                                    150 points
Final Examination                          300 points
                                    Total       1000 points
Points will translate to the following letter grade:
A = 1000-900
B =   899-800
C =   799-700
D =   699-600
F =   599 and below

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business.

Late Submission of Course Materials:
Students are responsible for ensuring timely submission of their coursework. If circumstances arise, it is the student's responsibility to discuss the issues ahead of time with the instructor. Assignments will be considered late if submitted 24 hours after the due date. Any work submitted late will be deducted one (1) point for each day for up to five (5) days past the due date. Assignment will not be allowed after five (5) days, resulting in zero points for the assignment.

Classroom Rules of Conduct:
Students will act in a mature and appropriate manner at all times. Students will arrive on time for class and will be prepared for the lesson outlined. Cell phones will be turned off or on vibrate.

Course Topic/Dates/Assignments:

 Week #1

Administrative announcements, syllabus handout, discussion of course description, course requirements, introductory comments and class introduction. Discuss Chapters 1 & 2. Class objectives are the following:

10/17 Read chapter 1: The Changing Scene Organizational Adaptation and Survival

1. Discuss the Changing Health Care Scene
2. Examine in the health care environment.
3. Identify selected management strategies used to enhance organization survival.
4. Examine megatrends in the health care environment
10/19    Read Chapter 2: The Challenge of change
1. Identify the impact of change on organizational life.
2. Describe the organizational change in the process.
3. Identify the manager’s role as a change agent.
4. Identify the need for management strategies and organizational survival
5. Identify specific strategies for dealing with resistance to change.

Case Study: In need of Improvement? Analyze the work methods and staffing in the central sterile supply division of material management. Follow the instruction and complete a two page paper APA style. Study is due 10/22 electronically by Midnight.

Week 2

10/24 Chapters 3: Today’s Concept of Organizational Management

1.  Define Management and differentiate between the art and science of management.
2. Review the basic functions of management.
3. Introduce the concept of the work setting as a total system.
4. Introduce the concept of clientele network and describe the application of this concept to the health care setting.

10/26 Read Chapter 4: Planning and Decision Making

1. Describe the management functions of planning and decision making.
2. Define some of the tools and techniques available to aid decisions making.
3. Define and differentiate among the terms philosophy, goal, objective, functional objective, policy, procedure, method and rule.
4. Identify participants and their responsibilities in the planning process.
Case on page 125: Paid to make a decision? Answer the questions that relate to the case study in an APA format three pages minimum not including references.  Due 10/20 by midnight.

Week #3

10/31 Read Chapter 5: Organizing

1. Define the basic management functions of organizing and identify the steps in the organization process.
2. Define the key concepts of hierarchy, chain of command, splintered authority and concurring authority.
3. Describe the dual pyramid organization arrangement found in health care authority patterns.
4. Identify the principals involved in developing an organizational chart.
11/2 Discuss Chapters 5 (continue)  and  Chapter 6 Improving Performance and Controlling the Critical Cycle
1. Define the management functions of quality improvement and controlling
2. Relate controlling to directing in an essential cycle that affords ongoing attention to follow-up and corrections.
3. Explain the concepts of benchmarking and describe its place in the management process.
4. Enumerate the essential characteristics of adequate controls, and introduce some commonly used tools of control.

Week #4

11/7 Chapter 6 (continue)

5. Describe the concepts of Six Sigma strategies and describe its place in the management process.
6. Explain the tools of control using Gantt chart and flowcharts.
7. Performance Improvement.

Review for Midterm

11/9 Mid-Term on Chapters 1-6

Week #5

11/14 Read Chapter 7 Budgeting: Controlling the Ultimate Resource

1. Enumerate the requirements of successful budgeting.
2. Differentiate between traditional budgeting and zero-based budget approaches.
3. Enumerate the steps of in the budget cycle.
4. Identify the steps in budgetary control through analysis of budget variances.
11/16 Read Chapter 8: The Middle Manager and Documentation of Critical Management Process
1. Identify the responsibilities of middle managers in developing comprehensive management documents, including the strategic plan, annual report, executive summary of the annual report, and project proposal.
2. Identify the special considerations related to the development of a business plan.
3. Describe the typical content of each of foregoing documents.
4. Provide examples of suggested wording of critical documents.
Students will submit a three (3) page paper on a company that has successful implemented Six Sigma and how this tool has made an impact in the productive and profit of the company. Paper must be in APA format including references due by 11/19 by midnight.

Week #6

11/21  Read chapter 9 Committees and Team and Chapter 10 Adaptation, Motivation, and Conflict of Management

1. Provide a generalized definition of a committee.
2. Provide guidance for creating and preserving documentation of a committee’s formal proceeding.
3. Describe the generally accepted purpose and uses of committees.
4. Address the necessity for properly integrating each individual employee into the organizations and describe the common techniques of integration.
5. Develop an understanding of the origins of conflict, especially in the organizational setting, and describe how to address conflict constructively.
6. Introduce the theories that address present day employee motivation and provide the manager with insight into motivating employees.

11/23 Read Chapter 11 Training and Development: The Backbone of Motivation and Retention

1. Acknowledge the importance of and necessity for employee orientation program s and ongoing training and development activities.
2. Relate orientation, training, and development to the management functions of planning, organizing, directing and controlling to employee motivation.
3. Identify the components of effective employee orientation programs.
Case on page 320: The Employee retention committee meeting. Follow the instructions and submit a two (2) page paper APA style. Due on 11/26 by midnight.

Week #7

11/28 Read Chapter 12 -Authority, Leadership and Supervision, Chapter 13 Human Resources Management: A Line Managers’ Perspective
1. Differentiate among the terms power, influence, and authority.
2. Recognize the importance of authority for organizational stability.
3. Identify the style of leadership
4. Provide an overview of the individual manager’s responsibilities in the management of human resources.
5. Review pertinent areas of legislation that the manager should know and that generally influence the manager’s relationship with human resources.
11/30 Read Chapter 14 Communication: The Glue that binds us together 
1. Provide a working definition of communication.
2. Provide guidelines for the proper use of electronic mail
3. Provide guidelines for personal improvements in using written communication in its various forms.

 Week Eight

12/5 Read Chapter 15 Day-to-Day Management for Health Professional-as- Manager.

1. Explore some potential problems and barriers often encountered by health professionals who enter management.
2. Introduce the high-skill professional and review the special management problems of directing such personnel.

Review for Final exam

12/7 – Final Exam

 Students will submit their final paper in APA style by Midnight 12/6.

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life. Park University students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty (www.park.edu/current or http://www.park.edu/faculty/).from Park University 2011-2012 Undergraduate Catalog Page 93

Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. from Park University 2011-2012 Undergraduate Catalog Page 93

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  3. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  6. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.

Park University 2011-2012 Undergraduate Catalog Page 96

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .


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Last Updated:9/17/2011 5:10:56 PM