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Health Administration (MHA)

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The Telfer School of Management provides an outstanding environment for students pursuing graduate studies in health care management both from an academic and a professional point of view. In addition to the Master in Health Administration (MHA), the Telfer School of Management offers at the graduate level a master of business administration (MBA), a master of science in management and a master of science in health systems, as well as a number of joint programs with the faculties of Law and of Engineering. Moreover, the MHA program has close links to other faculties including the Faculty of Health Sciences and the Faculty of Medicine to assure relevance to clinical practice for health service administration. The MHA program participates in one interdisciplinary initiative: the graduate diploma in health services and policy research. For information on the program, please check under those headings in the graduate program list.

The MHA program also has close links with hospitals, long-term care institutions, community health agencies, psychiatric institutions, federal and provincial governments, and international, national, and provincial health organizations to assure curricular relevance and excellence.

Moreover, the program maintains close ties with the Canadian College of Health Service Executives, the American College of Health Service Executives, and other professional bodies across North America. The emphasis in this program is on proactive management with a vision of humanistic leadership and public service in a period of intense change in health-care systems around the world.

The MHA is closely allied to, and aligned with, the MBA program. MHA students take their core management courses with MBA students. The MHA aims to prepare students for the managerial and leadership responsibilities faced in rapidly changing health-care environments.

The MHA program allows for full-time or part-time study, with the common core management courses (of the MBA) available in either English or French. The MHA health specialization courses are available only in English. The MHA requires an administrative residency of at least 16 weeks that expands the students' experience in health care or health policy and awareness of the applicability of the material covered in the academic portion of the program to the practical world of management of health care. Students can do their administrative residency, in English or in French, at any recognized and approved health agency.

Mission

The mission of the MHA program is to prepare ethical and socially responsible professionals to assume management and leadership positions in the changing health service system, primarily in Canada but also internationally, and to strive for excellence in professional education, scholarly research and community service in health systems management. The program focuses on the quality of student experience and education and is engaged in continuous curriculum development through excellence in research and strong links with the community of health core practionners in the field.

Goals and Objectives

Given its mission statement, the MHA program will pursue the following goals:

Provide comprehensive education in health services and systems management.
Conduct relevant health management research.
Make continuous improvements to the program by proactively responding to market needs.
Create opportunities to effectively link students with the health community to enhance the student’s learning experience.
Assist students in the development of meaningful career plans.
Foster strong, ongoing, lasting and mutually beneficial relationships with the MHA Alumni Association, the local Chapter of CCHSE and its members as well as all residency sites and preceptors.
Provide patient-centered inter-professional learning opportunities.

History of the Program

The master's in health administration (MHA) program began as the School of Hospital Administration in 1964. It changed its name in 1970 to include the notion of health in order to broaden its focus. In 1979, a reorganization of the Faculty of Administration program changed the school's name to the MHA program. Since 1997, the core management disciplines of the MHA program are covered through MBA courses offered to both MBA and MHA students.

Accreditation

One of only three business schools in Canada accredited by the Association to Advance Collegiate Schools of Business (AACSB), the European Quality Improvement System (EQUIS) and the Association of MBAs (AMBA), the Telfer School is recognized by The Princeton Review as one of the world’s best 290 business schools and has been ranked by the Financial Times as a top 150 business school for the last three years.

Financial Support

Students of health administration are eligible for bursaries, loans and some scholarships which are available to all graduate students. The MHA program offers various admissions scholarships: please consult the Telfer School of Management web site for details.

Students may compete for several awards annually. The MHA Alumni association offers an award of excellence to the MHA student who has completed the best field project as part of his or her residency based on the preceptor's recommendation and an oral presentation. The Robert Wood Johnson Award, is awarded annually by Johnson & Johnson to the graduate of the program who demonstrates the most promise of making a significant contribution to the field of health administration. In addition to this financial assistance, there are a number of other awards and bursaries available to MHA students. Additional information is available from the Faculty of Graduate and Postdoctoral Studies, as well as from the Telfer School of Management graduate programs secretariat.

Computer facilities

The Telfer School of Management offers students well-equipped computer facilities. Hardware and software common in business are available. Computers are also used as a main teaching tool in the many multimedia classrooms available on campus.

The MHA program fosters the development of its students' computer skills by providing them with continuous access to the most current suite software, to financial databases, to specialized business software, as well as to the Internet and electronic mail. Computer and multimedia equipment are also available to prepare assignments and class presentations.

In addition to those tools and services provided by the Telfer School of Management, students can access computer, communication and multimedia services provided to all University students.

Libraries

The Morisset and health sciences libraries of the University house extensive collections of books, periodicals and documents relevant to the arts and sciences, including health administration, general administration and medicine. Students also have access to the National Library and the Canadian Institute for Scientific and Technical Information (formerly the National Research Council Library), as well as dozens of other specialized collections in Ottawa.

Search all research fields for members of the teaching staff

The professors included in the list below are members of the Faculty of Graduate and Postdoctoral Studies. This means that they are authorized to supervise or co-supervise theses. A complete list of the faculty and staff members associated with the program can be found at http://www.telfer.uottawa.ca

ANGUS, Douglas, Full Professor
Health economics and policy; strategic management; health care management

BARRETTE, Jacques, Full Professor
HRM practice and organization performance; work adaptation and performance; management strategies; organizational learning; organizational involvement, human resources management; performance management; integration into the workplace of people with communication disorders

BENYOUCEF, Morad
Software engineering; Internet technologies; electronic negotiations; online trust; e-procurement

BOZEC, Richard, Associate Professor
Corporate governance; privatizations

BRAND, Kevin
Environmental health risk assessment; uncertainty analysis; policy formulation; frameworks for interpreting animal bioassay evidence; lifetime risk measurement

BUJAKI, Merridee, Associate Professor
Voluntary disclosure in corporate annual reports; gender issues in management; mentoring

CALOF, Jonathan, Associate Professor
International competitive intelligence; application of knowledge for innovation

CARO, Denis, Full Professor
Health care systems evaluation and auditing; canadian systems; IT auditing and security evaluation; international peace systems; futurism; and professional management ethics, emergency management systems; e-health systems evaluation and auditing; strategic emergency preparedness; strategic interorganzational systems; public governance systems evaluation and auditing

CARRIÈRE, Jules, Associate Professor
Organizational disengagement; communication satisfaction; job attitudes; strategic human resources management; HRM systems in high-tech firms; industrial psychology; organizational performance

CHAMBERLIN, Tyler
Economics; evolutionary economics; public policy; business innovation; regional innovation systems; corporate strategy; industrial evolution

CHKIR, Imed, Associate Professor
Financial markets; corporate finane; international finance

CHREIM, Samia, Associate Professor
Institutional and organizational change; organizational identity and discourse; top and middle management dynamics; mergers and acquisitions

DUROCHER, Sylvain, Associate Professor
Accounting standard setting; financial information presentation; use of accounting information; legitimacy management; accounting education

ENSIGN, Scott
Entrepreneurial efforts of technology based firms; collaboration among scientists; and the role that social factors play in innovation across geographic distance

FERRAND, Dominique, Associate Professor
Electronic Business Strategies and Business Analytics; Study of the links between Managerial Culture ; Organizational Innovation and Organizational Performance

GOH, Swee, Full Professor
Organizational learning and the measurement of the construct, building evaluative inquiry capacity in organizations; knowledge management and knowledge transfer and the management of change

JAANA, Mirou, Assistant Professor
Health services research and IT in healthcare

KINDRA, Gurprit, Full Professor
Marketing; marketing strategies for the public sector; marketing-technology interface; e-commerce

KUZIEMSKY, Craig
Information systems design and evaluation; health information; information management; palliative care; and interdisciplinary communication

LAM, Natalie, Adjunct Professor
Organizational behaviour; human resource management; cross-cultural management; women in management; productivity and alternatives to retirement

LANE, Daniel, Full Professor
Decision analysis and support; management science

LAPIERRE, Laurent, Cross-appointment
Occupational stress; work-life balance; leader-follower work relationships

LARGE, David
Commercializing new technology; technology marketing; technology entrepreneurship; venture capital

LECK, Joanne, Associate Professor
Workplace violence; employment equity; mentoring; managing diversity

MCILKENNY, Philip, Associate Professor
Capital market research; corporate governance and valuation implications; valuation implications of insider trading

MICHALOWSKI, Wojtek, Full Professor
Clinical support systems; decision analysis and support; medical decision making; multiple criteria decision making

MILES, Michael, Assistant Professor
Managing organizational behaviour and human resources; management skills (basic and advanced levels); models of public and social governance; organization design; managing change

MULVEY, Michael
Advertising comprehension; interpretation and testing; brand image and positioning strategy; perceived value and product choice; consumer behaviour; qualitative research methodology, marketing of financial services; consumer saving and spending

NASH, John, Full Professor
Statistics; optimization; management science; numerical methods

PAQUET, Gilles, Emeritus Professor
Governance and public management; Economic history; Economic policy

PATRICK, Jonathan
Capacity planning within health care as well as continuing to explore scheduling challenges; on the theoretical side; seeking to advance the field of approximate dynamic programming

PERSAUD, Ajax, Associate Professor
New product management; technology and innovation; Research and development management

RAAHEMI, Bijan
Information systems; data mining and knowledge discovery; data communications networks and services; systems modeling; simulation; and performance analysis

SIDNEY, Jeffrey, Adjunct Professor
Management science; combinatorial optimization; production scheduling; algorithms

SPENCE, Martine, Associate Professor
International/small high growth and traditional firms; global firms and sustainable entrepreneurship

WRIGHT, David, Full Professor
Broadband telecommunications; e-commerce

ZEGHAL, Daniel, Full Professor
Business risk-management; business control systems; corporate governance; management control in public organizations, Information disclosure in financial statements and annual reports; corporate social performance; international financial information; environmental information communication and accountability, Intangibles; knowledge and intellectual assets

Admission to the master's of health administration program is open to candidates holding a Canadian baccalaureate degree or its equivalent. A minimum standing of B or 70% overall average is required. The Faculty of Graduate and Postdoctoral Studies will determine the equivalency of qualifications for applicants from non-Canadian institutions. In addition, a limited number of candidates may be considered for admission on the basis of substantial managerial or professional training and experience (normally 10 years or more) even if they do not hold a university degree or do not meet the minimum academic requirements.

Entry into the Master in Health Administration (MHA) program takes place in the fall session (full-time and part-time students) of each year. Classes start mid-August. In order to be considered for admission, completed applications must be received no later than April 1 of the year of potential entry.

Due to immigration requirements, all applications other than those from Canada, the United States and Europe must be received no later than January 1. Later applications will only be considered at the discretion of the Telfer School of Management.

In its evaluation of applicants, the admissions committee will identify those who lack mathematical background and will strongly recommend that they complete four Quantitative Analysis for Business Modules (namely “Basic Mathematics”, “Spreadsheet for Statistics”, “Mathematics for Finance”, and “Calculus for Microeconomics”) offered in an hybrid delivery mode (on-line with some one-on-one tutorials with a professor; the modules can be done completely on-line for students who can not attend live tutorials). Furthermore, all students admitted will be invited to complete these four modules to refresh their quantitative analysis skills.

Required Documents

Admission to the program is competitive and the number of candidates that can be accommodated is limited. Admission will be granted only to those who clearly demonstrate high promise of success in the MHA program. In applying to the program, candidates should provide the following documentation:

A duly completed application form
A non-refundable application fee
Past academic performance : original transcripts from all post-secondary institutions attended, as well as any additional evidence of academic excellence such as grade point average, class rank, awards, publications, professional designations
Related work experience : a current curriculum vitae that details managerial or professional experience. A minimum of 3 years of full time work experience is required. In general, preference is given to those applicants who have greater work experience, particularly when there is evidence of career progression. In exceptional circumstances, volunteer work, internships and other demonstrated leadership roles can be considered as part of this criterion
Two confidential letters of recommendation that comment on the applicant's suitability for graduate study
A narrative statement that indicates the applicant's personal motivation for entering the MHA program, and how they would contribute to the learning environment
Standardized test: The Graduate Management Admission Test (GMAT) is compulsory for all candidates planning to take the MHA (both anglophones and francophones, since the MHA specialization courses are offered only in English).A score of at least 50 percentile is required for the GMAT, and each individual component being within the 45 percentile. A score of 4.5 is also required on the essay writing. Applications for the GMAT can be obtained from Educational Testing Service P.O. Box 6103 Princeton, New Jersey USA, 08541-6103
personal interview: in some cases, applicants may be required to attend a personal interview with a representative of the MHA program

Candidates whose mother tongue is neither English nor French are required to provide evidence of proficiency in one of Canada's official languages. These candidates must submit one of the following to the Faculty of Graduate and Postdoctoral Studies to confirm their proficiency:

A score of at least 250 on the Test of English as a Foreign Language (TOEFL), with a score of at least 5 on the Test of Written English (TWE) and a score of at least 50 on the Test of Spoken English (TSE). The TOEFL is administered by Educational Testing Service, Box 899, Princeton, New Jersey, USA, 08540; see also ww.web1.toelf.org.
A score of at least 7 in at least three of the four International English Language Testing System (IELTS) tests (Reading, Listening, Writing, Speaking) and at least 6 in the fourth. The IELTS is administered by the Bristish Council: www.ielts.org.
A score of at least 14 on the CANTEST, administered by the University of Ottawa, with no individual test score below 4.0, along with a score of 4.5 on the oral component of the test.
Proof of completion within the last five years, of a previous degree program in an English language university.
Proof of recent prolonged residence and exercise of a profession in an English speaking country (normally at least four years over the last six years).

All applications, supporting documents, and inquiries from candidates for the MHA program should be sent to the Telfer School of Management.

N.B. The selection committee will not consider applications unless all the required documents are submitted.

Language of Instruction

In the application to the MHA program, students must elect to take the common core components either in English or in French and are placed, once admitted, in a cohort/study group accordingly. The health administration modules are taught only in English; therefore a good command of English is necessary. However, students may submit assignments, research papers, directed readings or examination papers either in English or in French. Administrative residencies can be arranged in French-language institutions.

Recognition of Courses

Advanced Standing

At the time of admission, a student may receive advanced standing for graduate courses in management completed previously as a regular student either in a Canadian MBA program or a similar program accredited by the AACSB International or an equivalent.

Credits may also be granted for graduate courses completed previously in a University of Ottawa interdisciplinary program in which the Telfer School of Management is involved.

The maximum number of credits allowed is 27. No credits will be granted for courses completed more than five years ago or for which the grade was lower than B or 70 %. Advanced standing is usually granted only for core courses.

Orientation

The program begins the last two weeks of August with a period dedicated to skills development and program orientation / information for all students (MBA 5235 or MBA 5260).

Computer skills

Students must be familiar with the use of computers and basic applications related to administration such as word processing, spreadsheets and presentation software.

MHA Program

The MHA curriculum is composed of 54 credits as follows:

- Management Core (MBA and ADM course codes): 16.5 credits
- Health Management (MHA) courses: 30 credits
- Administrative residency and field project: 7.5 credits.

Courses
Many of the program requirements consist of 3-credit courses, normally offered on the basis of three hours per week over twelve weeks during a university session. Each session has been divided into two blocks, allowing the program to also offer 1.5-credit courses, also known as modules. The 18-hour modules, normally offered over a six-week period, provide more variety in course offerings and allow flexibility in course delivery, as some modules may be offered in an intensive format such as over a 3-day weekend. Any given course is normally offered only once a year in a specific academic session or block. Multiple sections (day and evening) of each course may be scheduled in the same session or block, given the program structure and based on enrolment figures; some courses are offered only in the evenings. The Telfer School of Management may choose not to offer a course for which the demand is too low.

* Throughout this text, the term "courses" refers both the three-credit courses and to 1.5 credit modules.

Management Skills
The MHA program begins with a period dedicated to skills development (leadership, communications, negotiation, group work, and other related management tools necessary for a solid grounding in business, MBA 5235). This skills development course is offered during the last two weeks of August for full-time students and during the last week-end of August for working professionals.

Common Core in Management
The MHA program starts with a common core in management with the MBA program. The common core provides groundwork in basic management disciplines and skills.

Health Management Specialization
The MHA program offers a large number of health management specialization courses that prepare its students for the challenges that managers in the health system must face. All these courses are required.

Health Care Administrative Residency and Field Project (MHA 6990)
The residency is an integral part of the program and takes place in the last academic session (fourth session in the full-time program). During this period, the students are assigned to a specific preceptor but remain under the supervision of the program. The residency may be spent in a variety of health agencies and institutions. All students must register full-time for this activity.

The administrative residency has three major learning goals: to integrate course knowledge in health care management; to develop cognitive skills; to enhance leadership skills.

The Field Project is an integral part of the successful completion of the administrative residency requirement. It integrates curricular content with practical experience and is undertaken under joint supervision by the faculty member and the preceptor in whose organization the administrative residency takes place.

The project describes a particular area of the student’s residency experience and contribution to the residency site and is structured according to a standard format accepted in medical research. Successful Field Project papers should combine the student’s knowledge of theory with the practical experience gained during the administrative residency. In order to pass this course, the student must successfully complete the administrative residency component (evaluated as S/NS) and receive a passing grade in the field project component.

Students will be given a kick off orientation by the Residency Coordinator(s) followed by individual meetings to help guide the development of career goals and residency objectives leading to the selection of site options. Once residency sites have been finalized, a second orientation will target preparation for the actual residency experience. Prerequisite: At least 12 credits of MBA courses and 18 credits of MHA courses

Evaluation and Promotion

The term "courses" refers both to 3-credit courses and to 1.5-credit modules.

Grades are awarded according to the following scale:

A+ 90 - 100 % 10 points Exceptional
A 85 - 89 % 9 points Excellent
A- 80 - 84 % 8 points Excellent
B+ 75 - 79 % 7 points Very Good
B 70 - 74 % 6 points Very Good
C+ 65 - 69 % 5 points Good
All grades below C+ are failing grades for graduate students.
C 60 - 64 % 4 points
D+ 55 - 59 % 3 points
D 50 - 54 % 2 points
E 40 - 49 % 1 point
F 0 - 39 % 0 point

ABS-EIN*

* ABS - (absent, no work submitted) Awarded to a student who has not attended the course and has not informed the academic unit and the Faculty of Graduate and Postdoctoral Studies in writing, within two weeks of the start of the course. This symbol is equivalent to a failing grade (F).
* EIN - (incomplete) Awarded when at least one of the compulsory elements of evaluation have not been provided. This symbol is equivalent to a failing grade (F).

Dropping Courses

Given the integrative nature of the program delivery, full-time and part-time students are not allowed to drop 5000-level courses: however, they may drop 6000-level courses, but only during the first two weeks of classes.

Minimum Standards and Failures

Students must meet the following requirements throughout their program.

1. Requested Cumulative Grade Point Average and Probation Period

1.1. General Standard: Students must maintain a cumulative grade point average (CGPA) of 6.0 throughout the program and their overall CGPA upon completion of all requirements must be 6.0 in order to qualify for graduation. Those who fail to maintain an average of 6.0 at the time of the periodic review are placed on probation. All courses are included in the calculation of the CGPA.

The CGPA of full-time students initially will be reviewed at the end of Block 2, and subsequently at the end of each block, provided they have completed 12 credits since the last CGPA review. The academic performance of working professionals will be reviewed at the end of Block 6 for the first two years of the program. Thereafter, their performance will be evaluated upon completion of each additional 12 credits. Students who fail to qualify for removal from probation on the next review must withdraw from the program.

2. Failures
2.1. General Standard:
Students who received failing grades (below C+ ) in more than 4.5 credits must withdraw from the program.

2.2. 5000-level MBA Courses:

a) Students receiving a grade below 50 per cent (E or F on the previous scale) in any 5000-level MBA course must repeat the failed course. Moreover, registration in any activity for which the failed one is a prerequisite is prohibited until such time as the failed activity has been passed.

b) Students receiving a grade between 50 and 64 per cent (D, D+ or C on the previous scale) in a 1.5 credit 5000-level MBA module must be repeated or replaced by a 6000-level MBA or ADM module of their choice. Any 3 credit MBA course in which a student received a grade between 50 and 64 per cent must be repeated. In both cases, registration is permitted in any other core course for which the failed one is a prerequisite. This is to ensure that students take their MBA core courses with their entry cohort. Registration is, however, prohibited in any elective module for which the failed one is prerequisite, until the failed module has been passed.

2.3. MHA and ADM 6000-level modules:
Since all 6000-level courses are required in the MHA program, a failed 6000-level course must be repeated. A student may not register in any module for which the failed module is a prerequisite.

Students who fail to meet these requirements must withdraw from the program.

Duration of the Program

All students, whatever option they choose, must complete all degree requirements within five years.

Change of Grade on the Record

Revision

Students wishing to request a review of any marked assignments returned while the course is in progress must do so within one week of receipt of the marked assignment from the professor. Students wishing to request a review of final examinations and term work returned after the end of a course must do so within one week following the posting of grades by the graduate programs secretariat.

The request must be made in writing to the graduate programs secretariat using the special form available for this purpose. A copy of the student's request will be forwarded to the professor, who will submit his decision to the director of the MHA program, using the Change of Grade Report. The graduate programs secretariat will inform the student of the decision: if applicable, the revised grade will be forwarded to the Faculty of Graduate and Postdoctoral Studies.

Appeal process

A student who is not satisfied with the professor's decision, and who wishes to proceed with a formal review, must submit a written request to the graduate programs secretariat within one week of communication of the professor's decision. The Director of the MHA program will proceed with a reevaluation according to the procedure approved by the Senate of the University, a copy of which can be found at the graduate programs secretariat or at the Faculty of Graduate and Postdoctoral Studies (FGPS). One or two professors qualified in the discipline and appointed by the director of the MHA program will re-assess the assignment, test or examination in question and will submit their decision to the Director of the MHA program, who will communicate the decision to the student.

A student who disagrees with this decision may, within a week of communication of the Telfer School of Management decision, submit a written appeal to the dean of the FGPS, who will refer the appeal to the Executive Committee of the FGPS.

FULL-TIME MHA PROGRAM

A full-time student is expected to complete the program in 15 months.

The schedule of the full-time MHA follows. Note that the MHA modules are normally offered after 4 p.m., while the MBA common core is offered between 8:30 a.m. and 4 p.m., or (on an exceptional basis) after 4 p.m. if a student is assigned to a cohort intended primarily for part-time students.

Core modules taken in the full-time MBA program (MBA/ADM) and health administration modules (MHA):

YEAR 1

Fall Session

Block 1
MBA5235 MANAGEMENT SKILLS 1 (1.5cr.)
MBA5260 THE WORLD OF THE GENERAL MANAGER AND OF STRATEGIC MANAGEMENT (1.5cr.)
MBA5300 DATA ANALYSIS (3cr.)
MBA5330 ORGANIZATIONAL BEHAVIOUR AND HUMAN RESOURCES MANAGEMENT (3cr.)
MBA5340 FINANCIAL ACCOUNTING INFORMATION AND DECISIONS (3cr.)
MHA6360 HEALTH CARE IN CANADA - OVERVIEW (3cr.)

Block 2
MBA5265 PERFORMANCE MANAGEMENT (1.5cr.)
MBA5300 DATA ANALYSIS (3cr.)
MBA5330 ORGANIZATIONAL BEHAVIOUR AND HUMAN RESOURCES MANAGEMENT (3cr.)
MBA5340 FINANCIAL ACCOUNTING INFORMATION AND DECISIONS (3cr.)
MHA6360 HEALTH CARE IN CANADA - OVERVIEW (3cr.)

Winter Session

Block 3
ADM6260 PROJECT MANAGEMENT I (1.5cr.)
MHA6266 INTERNATIONAL PERSPECTIVES IN HEALTH CARE (1.5cr.)
MHA6301 POPULATION HEALTH AND EPIDEMIOLOGY (3cr.)
MHA6370 INTRODUCTION TO HEALTH INFORMATICS (3cr.)
MHA6380 QUANTITATIVE METHODS AND THEIR APPLICATIONS TO HEALTH CARE DECISION MAKING (3cr.)

Block 4
MBA5236 LEADERSHIP AND MANAGEMENT (1.5cr.)
MHA6250 HEALTH CARE ACCOUNTING AND FINANCE (1.5cr.)
MHA6301 POPULATION HEALTH AND EPIDEMIOLOGY (3cr.)
MHA6370 INTRODUCTION TO HEALTH INFORMATICS (3cr.)
MHA6380 QUANTITATIVE METHODS AND THEIR APPLICATIONS TO HEALTH CARE DECISION MAKING (3cr.)

Spring / Summer Session

Block 5 and intensive courses
MHA6215 MANAGEMENT AND EVALUATION OF QUALITY OF PATIENT CARE (1.5cr.)
MHA6216 RISK MANAGEMENT IN HEALTH CARE (1.5cr.)
MHA6271 APPLICATION OF INFORMATION TECHNOLOGY IN HEALTH CARE (1.5cr.)
MHA6351 HEALTH ECONOMICS (3cr.)
MHA6361 LEADING STRATEGY AND CHANGE IN HEALTH CARE ORGANIZATIONS (3cr.)

Block 6 and intensive courses
MHA6212 GOVERNANCE AND ETHICAL MANAGEMENT IN HEALTH CARE ORGANIZATIONS (1.5cr.)
MHA6230 HUMAN RESOURCE MANAGEMENT IN HEALTH CARE (1.5cr.)
MHA6351 HEALTH ECONOMICS (3cr.)

YEAR 2

Fall Session

Blocks 1 & 2
MHA6203 PROGRAM EVALUATION FOR HEALTH CARE MANAGERS (1.5cr.)
MHA6990 HEALTH CARE ADMINISTRATIVE RESIDENCY AND FIELD PROJECT (7.5cr.)

MHA PROGRAM OPTIONS FOR WORKING PROFESSIONALS

Working professionals may complete the MHA requirements on a part-time basis and choose between two delivery modes: the part-time program (expected duration of 36 months) and the full-time program for working professionals (expected duration of 28 months).

The typical schedule of the part-time MHA follows. Most management core and specialization courses are offered after 4 p.m. for working professionals. Certain courses follow an irregular sometime intensive schedule: intensive courses including weekend and full weekday classes. Students will be informed in advance of these irregular schedules. Students must register full-time during the session when they are completing their residency.

In their application to the MHA program, students must elect to take the core courses in English or in French and are placed, once admitted, in a cohort/study group accordingly. Students who opted for the part-time program are required to take the courses in the following sequence (the course sequence for the full-time program for working professionals is presented later in the document). Exceptions will be permitted only for valid reasons, such as illness. Students must apply to the graduate programs secretariat in writing for permission to deviate from the proposed sequence. Failure to follow the required progression will result in delays in their program.

Regardless of the option chosen, working professionals must meet all the program requirements within a maximum of five years.

The courses sequence of working professionals who opted for part-time delivery is as follows:

YEAR 1

Fall Session

Block 1
MBA5235 MANAGEMENT SKILLS 1 (1.5cr.)
MBA5300 DATA ANALYSIS (3cr.)
MHA6360 HEALTH CARE IN CANADA - OVERVIEW (3cr.)

Block 2
MBA5300 DATA ANALYSIS (3cr.)
MHA6360 HEALTH CARE IN CANADA - OVERVIEW (3cr.)

Winter Session

Blocks 3 & 4
MHA6301 POPULATION HEALTH AND EPIDEMIOLOGY (3cr.)
MHA6370 INTRODUCTION TO HEALTH INFORMATICS (3cr.)

Spring / Summer Session

Blocks 5 & 6
MBA5330 ORGANIZATIONAL BEHAVIOUR AND HUMAN RESOURCES MANAGEMENT (3cr.)
MHA6351 HEALTH ECONOMICS (3cr.)

YEAR 2

Fall Session

Block 1
MBA5260 THE WORLD OF THE GENERAL MANAGER AND OF STRATEGIC MANAGEMENT (1.5cr.)
MBA5340 FINANCIAL ACCOUNTING INFORMATION AND DECISIONS (3cr.)

Block 2
MBA5265 PERFORMANCE MANAGEMENT (1.5cr.)
MBA5340 FINANCIAL ACCOUNTING INFORMATION AND DECISIONS (3cr.)

Winter Session

Block 3
MHA6266 INTERNATIONAL PERSPECTIVES IN HEALTH CARE (1.5cr.)
MHA6380 QUANTITATIVE METHODS AND THEIR APPLICATIONS TO HEALTH CARE DECISION MAKING (3cr.)

Block 4
MHA6380 QUANTITATIVE METHODS AND THEIR APPLICATIONS TO HEALTH CARE DECISION MAKING (3cr.)

Spring / Summer Session

Block 5 and intensive courses
MBA5236 LEADERSHIP AND MANAGEMENT (1.5cr.)
MHA6361 LEADING STRATEGY AND CHANGE IN HEALTH CARE ORGANIZATIONS (3cr.)

Block 6 and intensive courses
MHA6212 GOVERNANCE AND ETHICAL MANAGEMENT IN HEALTH CARE ORGANIZATIONS (1.5cr.)

YEAR 3

Fall Session (full-time session)

Blocks 1 & 2
MHA6203 PROGRAM EVALUATION FOR HEALTH CARE MANAGERS (1.5cr.)
MHA6990 HEALTH CARE ADMINISTRATIVE RESIDENCY AND FIELD PROJECT (7.5cr.)

Winter Session

Block 3
ADM6260 PROJECT MANAGEMENT I (1.5cr.)

Block 4
MHA6250 HEALTH CARE ACCOUNTING AND FINANCE (1.5cr.)

Spring / Summer Session

Block 6 and intensive courses
MHA6230 HUMAN RESOURCE MANAGEMENT IN HEALTH CARE (1.5cr.)

ACCELERATED PROGRAM OPTION

Individuals in full-time employment may opt for the full-time program for working professionals and accelerate completion of their degree by completing two additional full-time sessions (Spring sessions of Year 1 and Year 2) of 9 credits each of coursework, thus reducing the total program duration from 36 to 28 months. The program will offer certain courses on an irregular schedule which will allow students to balance their workload over the session. We present below the 28-month program structure.

YEAR 1

Fall Session

Block 1
MBA5235 MANAGEMENT SKILLS 1 (1.5cr.)
MBA5300 DATA ANALYSIS (3cr.)
MHA6360 HEALTH CARE IN CANADA - OVERVIEW (3cr.)

Block 2
MBA5300 DATA ANALYSIS (3cr.)
MHA6360 HEALTH CARE IN CANADA - OVERVIEW (3cr.)

Winter Session

Blocks3 & 4
MHA6301 POPULATION HEALTH AND EPIDEMIOLOGY (3cr.)
MHA6370 INTRODUCTION TO HEALTH INFORMATICS (3cr.)

Spring / Summer Session (full-time session)

Block 5 and intensive courses
MBA5330 ORGANIZATIONAL BEHAVIOUR AND HUMAN RESOURCES MANAGEMENT (3cr.)
MHA6215 MANAGEMENT AND EVALUATION OF QUALITY OF PATIENT CARE (1.5cr.)
MHA6351 HEALTH ECONOMICS (3cr.)

Block 6 and intensive courses
MBA5330 ORGANIZATIONAL BEHAVIOUR AND HUMAN RESOURCES MANAGEMENT (3cr.)
MHA6230 HUMAN RESOURCE MANAGEMENT IN HEALTH CARE (1.5cr.)
MHA6351 HEALTH ECONOMICS (3cr.)

YEAR 2

Fall Session

Block 1
MBA5260 THE WORLD OF THE GENERAL MANAGER AND OF STRATEGIC MANAGEMENT (1.5cr.)
MBA5340 FINANCIAL ACCOUNTING INFORMATION AND DECISIONS (3cr.)

Block 2
MBA5265 PERFORMANCE MANAGEMENT (1.5cr.)
MBA5340 FINANCIAL ACCOUNTING INFORMATION AND DECISIONS (3cr.)

Winter Session

Block 3
ADM6260 PROJECT MANAGEMENT I (1.5cr.)
MHA6266 INTERNATIONAL PERSPECTIVES IN HEALTH CARE (1.5cr.)
MHA6380 QUANTITATIVE METHODS AND THEIR APPLICATIONS TO HEALTH CARE DECISION MAKING (3cr.)

Block 4
MHA6250 HEALTH CARE ACCOUNTING AND FINANCE (1.5cr.)
MHA6380 QUANTITATIVE METHODS AND THEIR APPLICATIONS TO HEALTH CARE DECISION MAKING (3cr.)

Spring / Summer Session (full-time session)

Block 5 and intensive courses
MBA5236 LEADERSHIP AND MANAGEMENT (1.5cr.)
MHA6216 RISK MANAGEMENT IN HEALTH CARE (1.5cr.)
MHA6271 APPLICATION OF INFORMATION TECHNOLOGY IN HEALTH CARE (1.5cr.)
MHA6361 LEADING STRATEGY AND CHANGE IN HEALTH CARE ORGANIZATIONS (3cr.)

Block 6 and intensive courses
MHA6212 GOVERNANCE AND ETHICAL MANAGEMENT IN HEALTH CARE ORGANIZATIONS (1.5cr.)

YEAR 3

Fall Session (full-time session)

Blocks 1 & 2
MHA6203 PROGRAM EVALUATION FOR HEALTH CARE MANAGERS (1.5cr.)
MHA6990 HEALTH CARE ADMINISTRATIVE RESIDENCY AND FIELD PROJECT (7.5cr.)

Transfer of Credits

Under certain circumstances it is permissible for students registered in the program to take courses at another faculty or another university and to have the credits for these courses transferred towards the requirements of the degree. Arrangements for registration in such courses must be approved in advance by the Telfer School of Management and completed by the closing date for registration of the MHA program in the session concerned.

Students who intend to take courses at Ontario universities must complete in advance the form entitled Ontario Visiting Graduate Student Application available at the secretariat of the School or at the Faculty of Graduate and Postdoctoral Studies. Students who intend to take courses at a university outside of Ontario must obtain in advance a Letter of Permission at the school or at the Faculty of Graduate and Postdoctoral Studies.

The maximum number of credits that can be granted in advanced standing or in transferred credits is 27. The regular rules of evaluation and promotion apply to all courses taken by transfer of credit.

Graduate Diploma in Business Administration

The Graduate Diploma is awarded only to students already registered in the MBA or MHA programs who are not continuing in these programs. Students must:

In order to receive the Graduate Diploma, candidates must:

· be admitted and registered in either the MBA or the MHA program;
· have completed at least 27 credits of MBA or MHA or ADM courses with satisfactory performance (normally with a 6.0 cumulative grade point average), including at least 15 credits of MBA 5000-level courses from the following list:

MBA5210 BUSINESS / GOVERNMENT RELATIONS (1.5cr.)
MBA5211 CORPORATE GOVERNANCE AND ETHICS (1.5cr.)
MBA5235 MANAGEMENT SKILLS 1 (1.5cr.)
MBA5236 LEADERSHIP AND MANAGEMENT (1.5cr.)
MBA5237 CHANGE MANAGEMENT (1.5cr.)
MBA5241 MANAGERIAL ACCOUNTING INFORMATION AND DECISIONS (1.5cr.)
MBA5260 THE WORLD OF THE GENERAL MANAGER AND OF STRATEGIC MANAGEMENT (1.5cr.)
MBA5265 PERFORMANCE MANAGEMENT (1.5cr.)
MBA5266 PERFORMANCE MANAGEMENT: BUSINESS PROCESS MODELLING (1.5cr.)
MBA5270 INFORMATION AND COMMUNICATION TECHNOLOGIES FOR MANAGERS (1.5cr.)
MBA5300 DATA ANALYSIS (3cr.)
MBA5320 STRATEGIC MARKETING MANAGEMENT (3cr.)
MBA5330 ORGANIZATIONAL BEHAVIOUR AND HUMAN RESOURCES MANAGEMENT (3cr.)
MBA5340 FINANCIAL ACCOUNTING INFORMATION AND DECISIONS (3cr.)
MBA5350 CORPORATE FINANCIAL MANAGEMENT (3cr.)
MBA5355 ECONOMICS FOR THE GLOBAL MANAGER (3cr.)
MBA5360 STRATEGY FORMULATION AND IMPLEMENTATION (3cr.)
MBA5380 OPERATIONS MANAGEMENT (3cr.)

Explication des cotes de cours

1er chiffre :

Niveau 5000 : activités du tronc commun

Niveau 6000 : activités de spécialisation en gestion des services de santé

2e chiffre :

2, 4 cours offerts en anglais
6, 8 cours offerts en français
9 cours bilingues

3e chiffre :

0 Analyse des données, statistiques
1 Politique publique, gestion du secteur public
2 Marketing
3 Comportement organisationnel, ressources humaines
4 Comptabilité
5 Finance, économie
6 Politique de santé ou des affaires, gestion internationale, haute technologie
7 Systèmes d'information
8 Modèles décisionnels en gestion, gestion des opérations
9 Séminaires, projets, stage administratif

Explanation of Course Codes

1st digit:

5000 level: common core

6000 level: Health Administration specialization

2nd digit:

2, 4 courses offered in English
6, 8 courses offered in French
9 bilingual courses

3rd digit:

0 Data Analysis, Statistics
1 Public Policy, Public Sector Management, Health Care Systems
2 Marketing
3 Organizational Behaviour, Human Resources
4 Accounting
5 Finance, Economics
6 Health or Business Policy, International Management, High Technology
7 Information Systems
8 Management Decision Models, Operations Management
9 Seminars, Projects, Residency

Activités du tronc commun / Core Courses

MBA5235 MANAGEMENT SKILLS 1 (1.5cr.)
Development of increased skills and understanding of participant preferences for the management of interpersonal and team-based issues and processes in a work environment. Special focus on diversity and ethics in a team environment. Effective business communications, including skills for delivery of high quality business presentations; exposure to common business software for inclusion in the student's professional toolbox.

MBA5236 LEADERSHIP AND MANAGEMENT (1.5cr.)
Leadership versus management; participatory leadership; transactional leadership; transformational leadership; reciprocity and mutual influence between leaders and followers; leading up (followership); situational determinants of effective leadership; cross-cultural leadership; virtual leadership. Course delivery involves class discussions, experiential exercises, guest speakers and case studies. Prerequisite: MBA 5330 or permission of the MBA program director.

MBA5260 THE WORLD OF THE GENERAL MANAGER AND OF STRATEGIC MANAGEMENT (1.5cr.)
Understanding the role of the general manager in setting direction, creating competitive advantage, allocating resources, integrating operations and projects, framing the organizational infrastructure and context and managing change. Introduction to the concept of strategy and alternative models of strategic making.

MBA5265 PERFORMANCE MANAGEMENT (1.5cr.)
The focus will be on learning about business intelligence and performance management approaches at operational levels in the organization. Frameworks such as the Balanced Score Card and Quality Management will be covered, as well as the use of business intelligence to explore performance problems. Prerequisite: MBA 5270 or equivalent.

MBA5300 DATA ANALYSIS (3cr.)
Introduction to statistical data analysis. Basic concepts important to management: problem-solving and decision-making using data. Application of univariate and bivariate methods to various datasets. Use of software and the interpretation of statistical output. Models and tools to assist students in collecting, organizing, understanding, analyzing, presenting and communicating data. MBA5100 and MBA5101, together, are equivalent to MBA5300.

MBA5330 ORGANIZATIONAL BEHAVIOUR AND HUMAN RESOURCES MANAGEMENT (3cr.)
The strategic advantage of understanding and integrating organizational behaviour (OB) frameworks in designing and implementing effective human resource (HR) activities (namely attraction, development, maintenance and retention of employees), in measuring performance and in achieving high-performance outcomes in various global organizational contexts. OB topics covered include motivation, rewards, leadership, group dynamics, organizational politics, job and organization design, and culture. Prerequisite: MBA 5235 for MBA students only. MBA5131 and MBA5132, together, are equivalent to MBA5330.

MBA5340 FINANCIAL ACCOUNTING INFORMATION AND DECISIONS (3cr.)
This course focuses on the role of the accounting function external to the organization. It takes a broad view of financial accounting, encompassing a wide range of external financial and economic information, both national and international. The orientation will help students to understand what accounting can do for decision makers and how accounting and ethical choices affect decisions. Current issues in financial accounting and reporting are discussed. MBA5140 and MBA5141, together, are equivalent to MBA5340.

MBA5635 HABILETÉS DE GESTION 1 (1.5cr.)
Développer une connaissance de soi ainsi que les habiletés interpersonnelles nécessaires à la gestion des relations interpersonnelles et au sein d'équipes en milieu de travail. Accent porté sur la diversité et l'éthique dans le travail d'équipe. Formation en communication et présentations efficaces dans les affaires. Aperçu de logiciels informatiques pour professionnels en milieu d'affaires.

MBA5636 LEADERSHIP ET GESTION (1.5cr.)
Le leadership versus la gestion; leadership participatif; leadership transactionnel; leadership transformationnel; réciprocité et influence mutuelle entre leader et suiveur; influence vers le haut (suivance); circonstances influençant l’efficacité du leadership; différences culturelles et leadership ; leadership virtuel. Cours comportant des discussions de groupe, des exercices, des conférenciers invités et des études de cas. Préalable : MBA 5730 ou permission du directeur du programme de MBA.

MBA5660 L'UNIVERS DU DIRECTEUR GÉNÉRAL ET LE MANAGEMENT STATÉGIQUE (1.5cr.)
Le but du cours est d'introduire les étudiants au monde de la haute direction. Il vise l'identification des défis auxquels fait face le directeur général, ainsi que la présentation des modèles et grilles d'analyse de base, quand vient le moment de choisir une orientation stratégique, de rechercher des avantages concurrentiels, d'allouer les ressources, d'intégrer les opérations et les projets, de se donner les moyens pour la mise en oeuvre des stratégies arrêtées et de gérer le changement.

MBA5665 GESTION DE LA PERFORMANCE (1.5cr.)
Il sera question de l’apprentissage de la veille économique et de la gestion de la performance au niveau opérationnel en entreprise. On verra les concepts tels que le tableau de bord équilibré et la gestion de la qualité, ainsi que l’emploi de la veille économique pour explorer des défaillances de la performance. Préalable : MBA 5670 ou l’équivalent.

MBA5700 ANALYSE DE DONNÉES EN GESTION (3cr.)
L'analyse des données comme support dans le processus de prise de décisions, dans l'évaluation de l'information véhiculée quotidiennement à travers les rapports d'organismes, les articles de presse, etc., et pour faire face aux changements. Interprétation des concepts et techniques de base utilisés en analyse des données. Développement de la compréhension de ce que l'on peut tirer d'une analyse statistique, ainsi que des limitations de cette même analyse. Interprétation correcte des résultats en particulier en contexte de globalisation ou de gestion des entreprises de haute technologie. Initiation au rôle de la statistique dans la conduite des affaires. Résumé et présentation des données complexes. Traitement d'ensembles de données réalistes à l'aide de l'ordinateur et de maîtrise d'un logiciel statistique d'usage courant. Interprétation des concepts et techniques de base utilisées dans l'analyse des données. Tirer des conclusions à partir d'échantillons et reconnaître et exploiter les relations entre deux variables. MBA5500 et MBA5501 constituent une équivalence à MBA5700.

MBA5730 COMPORTEMENTS ORGANISATIONNELS ET GESTION DES RESSOURCES HUMAINES (3cr.)
La gestion des ressources humaines (GRH) et les multiples systèmes, pratiques, politiques et processus mis en place pour assurer l'adaptation de l'organisation à son environnement. Aspects opérationnels et stratégiques de la gestion des ressources humaines. Défis auxquels font face les organisations actuelles en ce qui a trait à la gestion de leur personnel dans un contexte international. Concepts de base nécessaires à la compréhension des relations humaines. Attributs organisationnels de base et leur influence sur la GRH, le défi de la GRH stratégique, le défi d'attirer et de retenir les ressources humaines, le défi de la performance au travail et le défi des conditions de travail. Aspects technologique et international. Préalable : MBA 5635 pour étudiants MBA seulement. MBA5531 et MBA5532 constituent une équivalence à MBA5730.

MBA5740 INFORMATION COMPTABLE ET DÉCISION (3cr.)
Le rôle de ce cours est de traiter de la comptabilité comme source d'information aux décideurs de l'entreprise. Le cours adopte une vision élargie de la comptabilité qui couvre une grande variété d'informations de nature financière et économique, nationale et internationale. Cette orientation permettra aux étudiants de comprendre le rôle que peut jouer la comptabilité auprès des décideurs internes et externes. MBA5540 et MBA5541 constituent une équivalence à MBA5740.

ADM6260 PROJECT MANAGEMENT I (1.5cr.)
Project management methods based on standards, including the Project Management Body of Knowledge (PMBoK) of the Project Management Institute (PMI); project success and stakeholders; project charter and project plan; managing a project throughout its life cycle (identification, design, planning, realization and close-out). Students will have hands-on experience using MS Project.

Modules de spécialisation M.G.S.S. / MHA Specialization Modules

(Ces cours ne sont offerts qu'en anglais)./ (Courses offered in English only).

MHA6203 PROGRAM EVALUATION FOR HEALTH CARE MANAGERS (1.5cr.)
This course is intended for future health care managers who will contract out or procure program evaluations within their organizations. It covers the development of evaluation questions and standards of effectiveness, program evaluation designs, sampling, collecting information (primary and secondary), evaluation measures, managing evaluation data, analyzing evaluation data, evaluation reports, and development of “Requests for Proposals (RFPs)” that form the basis for these evaluations. Students prepare an evaluation proposal similar to the kind of proposal that is submitted by consulting firms and/or academic groups in response to RFPs from health care managers. At the conclusion of this course, students will be able to develop RFPs and to adequately assess evaluation proposals, i.e., be able ask to right questions, and to know which disciplines should be represented on the proposal review team.

MHA6212 GOVERNANCE AND ETHICAL MANAGEMENT IN HEALTH CARE ORGANIZATIONS (1.5cr.)
Governance models for health care organizations. Definition, resolution and handling of ethical problems of administrators, professionals and researchers in health organizations. Reconciliation of conflicting interests of the stakeholders according to ethical principles.

MHA6213 DIRECTED READINGS IN HEALTH CARE MANAGEMENT (3cr.)
Personal definition, investigation and synthesis of broadly based literature on a topic from a list prepared in advance by the MHA faculty. Bi-weekly progress reports submitted by e-mail or in person. Presentation of the report at a seminar organized by a supervisor. Prerequisites: must have completed the common core and at least 10.5 MHA credits.

MHA6215 MANAGEMENT AND EVALUATION OF QUALITY OF PATIENT CARE (1.5cr.)
This course will apply concepts from the literature to analyze and understand quality management and patient safety issues, and discuss these concepts in relation to accountability. It will prepare students for the health care workplace by exposing them to practices and aspects related to patient safety and quality in health care, and by identifying contemporary approaches to address them. Various models and approaches for assessing and improving quality will be discussed, including evidence-based medicine and management, systematic reviews, clinical practice guidelines, and quality improvement approaches. Various quality initiatives and quality improvement tools will be discussed and evaluated.

MHA6216 RISK MANAGEMENT IN HEALTH CARE (1.5cr.)
Applies the tools of decision analysis (e.g., decision trees, and uncertainty analysis) to risk management problems in health care. The general purpose of these tools will be highlighted. Early lectures will focus on medical decision-making applications (e.g., choosing a diagnostic cut-point, choosing between different health technologies, and aiding a patient with her choice of course of action). Later lectures will demonstrate how the decision analysis tools can enlighten broader risk management deliberations (such as whether to invoke a quarantine, whether to issue health-alerts, whether to support new vaccines, etc.). Case studies will be used to exemplify lessons learned from the risk assessment, the risk communication, the risk perception and the risk management literatures. Prerequisite: MBA 5300, MHA 6380

MHA6230 HUMAN RESOURCE MANAGEMENT IN HEALTH CARE (1.5cr.)
Focus on the major issues unique to effective health human resources management. Topics covered include measuring needs and planning for the current and future supply of human resources. Recruitment, retention and development strategies to meet changing workforce conditions. Understanding the unique regulatory environments where many professions are regulated by provincial laws and professional colleges while others are not. Labor relation issues and approaches in this highly unionized environment. Funding, team work and inter-professional practice, scope of practice issues and organizational design. Interactions of organizational and professional accreditation mechanisms (such as professional colleges and associations, and accreditation bodies). Prerequisite: MBA 5330 or permission of the MBA program director.

MHA6250 HEALTH CARE ACCOUNTING AND FINANCE (1.5cr.)
Financial structure of the health care system. Introduction to managerial accounting with special emphasis on the management of health care agencies. Principles of costing. Multi-product and case mix measures. Resource use decisions, budgeting and control, and pricing analysis for health care organizations. Fundamentals of capital financing, financial planning and financial policy formulation within the health care context in Canada. Relevant healthcare financial guidelines or coding standards may be introduced. Prerequisite: MBA 5340

MHA6266 INTERNATIONAL PERSPECTIVES IN HEALTH CARE (1.5cr.)
Geopolitics of world health: health inequities between countries and within countries. Health systems as a determinant of health: Canada and the USA. OECD/WHO countries: France, No. 1? Germany (Bismarck model) and the UK (Beveridge model) – major reforms. Sweden (Beveridge) - a very decentralized system. International actors: WHO (PAHO), private foundations, NGOs, pressure groups.

MHA6271 APPLICATION OF INFORMATION TECHNOLOGY IN HEALTH CARE (1.5cr.)
Discusses contemporary health information technologies (IT) and their role in improving, transforming, and supporting the delivery of health services and the overall process of care: computer-based patient records, computerized order entry and results reporting, clinical services applications (lab, pharmacy, radiology-PACS), clinical decision support systems, nursing information systems, telemedicine and telehealth applications, e-health applications, IT/IS project development and management (including end-users involvement, implementation aspects, alignment with work practices), risks in IT projects, information security and privacy, IT impacts and challenges, issues related to IT assessment and evaluation in health care. Prerequisite: MHA 6370

MHA6301 POPULATION HEALTH AND EPIDEMIOLOGY (3cr.)
Provides a survey of epidemiology; viewed through a "population health" lens. Course will provide a survey of: measures of health status (including measures of mortality and morbidity); and measures of association. The basic epidemiological designs (observational, case-control, cohort, time series, and randomized control studies) will be reviewed. The factors affecting the precision and validity of these studies (e.g. statistical power, confounding, effect modification, and causality criterion) will be reviewed. Emphasis will be placed on equipping students with an ability to critically evaluate clinical, epidemiological, and health administration evidence in support of decisions. Guidance will also be provided to help select appropriate outcome indicators and critically evaluate interventions/programs. Students will get hands on experience computing effect measures (e.g. odds, ratios) from study results, as well as with assessing the precision and validity of results. Prerequisite: MBA 5300

MHA6351 HEALTH ECONOMICS (3cr.)
The course provides a macro-economic perspective on the demand and supply of healthcare, highlighting the market failures that are archetypical within the health domain. It contrasts Welfarist and Extra-Welfarist perspectives on resource allocation (contrasting technical versus allocative efficiency). The course will also review cost-benefit, cost-effectiveness, and cost-utility approaches of evaluating health interventions; and in so doing the course will provide students an opportunity for hands-on computation (workshops). The course will also consider the issue of equity and methods for incorporating equity into health economic evaluations.

MHA6360 HEALTH CARE IN CANADA - OVERVIEW (3cr.)
The Canadian system specificity. History, jurisdictions, legislative framework. The thirteen provincial/territorial systems. Expenditures, financing, public/private roles. Human resources, health professions. Delivery of insured/non-insured services: medical care, community care, integrated care issues, other stakeholders and services, current issues. Health policy development: actors, processes, history of ideas, successes and failures. Government relations. Governance. Current domestic health care issues.

MHA6361 LEADING STRATEGY AND CHANGE IN HEALTH CARE ORGANIZATIONS (3cr.)
Strategic leadership in health care. Mission, vision and goals, building stakeholder relations. Environmental forces and new health care trend analysis, building internal resources and capabilities. Impact of public policy and regionalization on organizational strategy. Inter-organizational collaboration, public-private partnerships. Managing politics and strategic issues. Evaluating, choosing and implementing strategies in dynamic health care environments, measuring performance. Strategic change simulation in a health care context. Managing change in health care settings. Understanding individual, organizational and institutional level changes. Diffusion of change and innovation in health care. Prerequisite: MBA 5260

MHA6370 INTRODUCTION TO HEALTH INFORMATICS (3cr.)
Overview of current developments, issues and challenges in the emerging field of health informatics. Historical development as well as basic foundations of health informatics including theoretical, methodological and ethical/legal underpinnings will be studied. Critical examination of information management principles and methods in Canadian health care organizations both public and private. Emerging applications in health informatics as well as approaches to understanding and evaluating these applications. Identification of the issues which CIO’s face in their attempts to provide the right information to the right people, at the right time.

MHA6380 QUANTITATIVE METHODS AND THEIR APPLICATIONS TO HEALTH CARE DECISION MAKING (3cr.)
The use of these methods has recently become an active and growing area of practice and research in contexts including wait list management, patient flow, population demand estimates, health human resource management and the coordination of resources for elective and emergency services. This course is designed to provide health care decision makers with an overview of several useful quantitative methods that can provide insight and support for complex decisions. The course will cover the following topics: decision analysis; mathematical model formulation; linear programming and optimization; forecasting; queuing theory and simulation modeling; dynamic programming. This class is not intended for students who have a background in operations research. Rather it is intended for future or current managers who need to have a grasp of the potential of the mathematical tools available to help optimally utilize the resources under their control.

MHA6990 HEALTH CARE ADMINISTRATIVE RESIDENCY AND FIELD PROJECT (7.5cr.)
Prérequis : Un minimum de 12 crédits de cours MBA et 18 crédits de cours MHA. / Prerequisite: At least 12 credits of MBA courses and 18 credits of MHA courses.

Cours au choix hors de l'École / Electives Outside the School

II est également possible de choisir des cours ou des modules optionnels à l'extérieur de l'École de gestion Telfer. Pour ce faire, on doit obtenir l'autorisation en soumettant une description du cours ainsi que les raisons motivant la demande. L'École se réserve le droit de refuser une telle demande si l'étudiant est en période de probation.

En outre, il est possible de choisir des cours de niveau supérieur dans une discipline reconnue par la Faculté des études supérieures et postdoctorales. Pour la description des cours, veuillez vous adresser au secrétariat des programmes de 2e cycle de l'École de gestion Telfer.

Students may take courses outside of the Telfer School of Management as electives. To do so, they must receive permission of the School. Normally this would involve providing a description of the proposed course along with a rationale for the relevance of this course to the student's program of study. The School reserves the right to refuse such requests when a student is on academic probation.

Students may take graduate level courses in any discipline recognized by the Faculty of Graduate and Postdoctoral Studies. For more information on these courses, please consult the relevant program calendars that are available at the graduate programs secretariat.

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