Master of Health Sciences


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  • Course Descriptions

    • HS 600. Personal and Ethical Leadership. An exploration of applied leadership, personal leadership skills, and the similarities and differences between leadership and management. (3 semester hours) (3-0-0)
    • HS 604. Organizational Behavior. An exploration of organizational structure and processes including interpersonal relations and team development with a particular focus on health care environments. Additionally, this course will provide the health care manager with a framework for decision making, an understanding of work teams and employee motivation, perspectives for handling of conflict, tools for assessing work design, and an evolution of an organizational behavior framework. (3 semester hours) (3-0-0)
    • HS 608. Health Care Law. An examination of the legal regulation of health care processes and the health care industry including access to care, finance, antitrust, contracts, medical malpractice, administrative law, patient rights, licensure and risk management. (3 semester hours) (3-0-0)
    • HS 612. Data Analysis and Outcomes Assessment. A study of basic applied statistical methods used in the summarization of management and health data for decision making, especially as they relate to the interpretation of data. (3 semester hours) (3-0-0)
    • HS 616. Health Care Administration. A practical and quantitative approach to operation and management of health care delivery systems including administration, financial systems, staffing, departmental functions and performance evaluation. (3 semester hours) (3-0-0)
    • HS 630. Health Policy and Society. An examination of theory and methods of health policy analysis in the public, nonprofit, and private health sectors. Emphasis is placed on the role of analysis during various phases of the public policy formulation and implementation cycle. (3 semester hours) (3-0-0) 
    • HS 650. Resource Management. An examination of the functions of administrators in health care and academic environments in relation to personnel, finance, resource allocation and strategic planning. (3 semester hours) (3-0-0)
    • HS 652. Program Development and Implementation. An exploration of program planning and development that includes market conditions, needs assessment, planning, implementation, allocation of resources and evaluation. (3 semester hours) (3-0-0)
    • HS 654. Contemporary Issues in Health Care Finance. A study of current issues in health economics including problems and options in the financing of health care, physician and hospital services, mental health, long-term care and health care reimbursement. (3 semester hours) (3-0-0)
    • HS 656. Grant and Proposal Development. A practical application of the knowledge and skills necessary to prepare a grant or business proposal for submission to a board of directors or other funding source including the identification of a suitable area to address, needs assessment, identification of potential funding sources, developing the problem statement, exploring solutions and justification of all aspects of the proposal. (3 semester hours) (3-0-0)
    • HS 658. Workforce Development. An examination of issues in health care workforce development including the knowledge and skills necessary to assess needs and develop and facilitate interventions designed to educate/train, recruit, prepare and retain a viable employee workforce. (3 semester hours) (3-0-0)
    • HS 690. Special Topics. Selected issues, problems, research techniques, materials, and policies. Content varies. May be repeated for credit. (1 to 3 semester hours) Prerequisite: Permission of program director
    • HS 699. Integrated Health Care Leadership. A capstone course in which students utilize the knowledge, skills and insight gained from previous courses taken in the MHS program and from their individual life experiences to develop, implement, and evaluate a project designed to improve some facet of health care delivery or program administration. (3 semester hours) (3-0-0)