Department of Health Policy and Management (HPM)
PEGGY LEATT, Chair
Peggye Dilworth-Anderson (308)
Peggy Leatt (310) Organizational Strategy and Design, Health System Reform, Patient Safety
Joseph P. Morrissey (138) Health Services Research, Administrative Medicine, Community Mental Health
George Pink (309) Integrated Health Care, Health Services Accounting and Finance, Financial Performance Measurement, Executive Compensation, Nursing Cost Analyses
Thomas C. Ricketts (139) Rural Health Care, Primary Care, Regionalization of Services, Political Philosophy, Policy Implementation and Policy Development
Richard Gary Rozier (29) Dental Public Health
Sally Stearns (150) Health Economics, Health Policy
Morris Weinberger (300) Quality Management, Health Outcomes Research, Health Services Research
Bryan Weiner (277) Organization and Management of Community Health Partnerships
William N. Zelman (62) Health Care Financial Management, Activity-Based Costing, Cost of Quality, Instructional Design, Quality Improvement
Professors of the Practice
Andrea K. Biddle (175) Health Care Access and Reform, Childhood Vaccination, Pharmaceutical Economics
Marisa E. Domino (279) Health Economics
Laurel A. Files (28) Organization Design and Change, Strategic Planning
Bruce J. Fried (172) Human Resources Management in Health Care, Mental Health Services Research, Health Services Management and Education, Canadian Health Systems
Jessica Lee (312) Access to Care for Children, Evidence-Based Practice of Dentistry
Kristen Hassmiller Lich
Edward F. Brooks (128) Research Management, Rural Health Care Delivery, Health Manpower
Pam Silberman (249) Public Health Legal Issues
Clinical Associate Professors
Dean M. Harris (195) Health Law and Ethics for Health Administration
Suzanne Hobbs (330) Public Health Policy, Food and Nutrition Policy
John Paul (320) Health Policy, Health Economics, Outcomes Related to Pharmaceutical Products
Clinical Assistant Professors
James V. Porto (134) Management and Information Systems, Public Budgeting and Finance
J. Bennett Waters (334)
Edward L. Baker Jr.
Sheila Leatherman (286) Quality of Care, Health Systems Performance, International Health Policy
William K. Atkinson II (255) Health Care Administration
Hayden B. Bosworth
Fred T. Brown Jr. (282) Managed Care Networks
Young Moon Chae
Margaret Dardess (314) Federal Government Affairs, Health Policy, Health Care Coalitions
John Peter Figueroa
Donald A. Holzworth
Barbara Mark (318)
Betsy Sleath (254) Pharmacy Administration
Judith Tintinalli (323)
James E. Veney (18) International Health, Research and Evaluation Methodology, Statistical Applications, Family Planning and Maternal and Child Health, Health Planning
Wendee Wechsberg (291) Clinical Addiction and Drug Treatment, HIV Projects
Adjunct Associate Professors
Mary A. Beck (164) Health Care Administration
Shoou-Yih Daniel Lee (301) Medical Care Organization
Patricia MacTaggart (324)
Michael S. O’Malley (235) Health Services/Oncology Research
Janet E. Porter
Arjun Rajaratnam (326)
Steven G. Sloate (228) Health Policy and Management
Adjunct Assistant Professors
Oscar Aylor (268)
Carolyn Carpenter (329)
Kathleen Dalton (297) Health Care Financing, Health Services Research, Academic Medical Centers
Susan L. Hogue (290) Health Outcomes Research
Frederick K. Homan (236) Health Policy and Management
George L. Jackson
Melissa Kaluzny (331)
Michel D. Landry
Gary S. Nestler
David D. Potenziani (298) Management Information Systems in Health Care
Stuart M. Rennie
Richard P. Scoville (272) Management Information Systems in Health Care
Karl E. Umble
Gary R. West
Dawn Carter (281) Strategic Planning and Marketing
J. Mike Collins
Nelson Couch (299)
Randall J. Egseqian
Douglas A. Johnston (174) Health Law
Lawrence K. Mandelkehr (244) Database Design for Health Care
Donald R. Markle
William F. Pilkington
Patricia M. Pozella
Erica D. Rentz
William R. Service (247)
Robert Stevens (333)
William B. Gentry (321)
Sanford D. West
James P. Dixon
Patricia Z. Fischer
William S. Flash
William T. Herzog
Robert A. Loddengaard
Curtis P. McLaughlin
Harry T. Phillips
The Department of Health Policy and Management offers three master’s degrees, two doctoral degrees, and one graduate-level certificate program.
Master of Public Health (M.P.H.) (Residential)
The M.P.H. is a professional degree intended for those students who hold a doctoral-level professional degree (J.D., M.D., D.D.S., etc.) or a Ph.D. Students gain an understanding of public health philosophy, methods, and values and are provided with an orientation to management and policy-related careers in the health field. The degree is suitable for individuals who have an interest in either healthcare management or health policy.
Master of Healthcare Administration (M.H.A.)
The M.H.A. is a professional degree for students wishing to pursue management careers in health systems, hospitals, consulting firms, managed care organizations, insurance firms, medical group practices, government agencies, and other healthcare settings. The M.H.A. degree is designed to provide strong preparation in the management disciplines, a comprehensive understanding of the healthcare sector, and an opportunity to pursue an area of concentration.
Master of Science in Public Health (M.S.P.H.)
The M.S.P.H. is a professional degree designed to prepare students for careers in health policy analysis, planning, development, evaluation, and advocacy at local, state, federal, and international levels as well as in the private sector. Students obtain a comprehensive understanding of the healthcare system, master methods for the analysis of healthcare policy options and program evaluation, and pursue an area of concentration.
The Executive Master’s Program (Distance Education)
The Department of Health Policy and Management provides graduate-level education to employed health professionals and healthcare administrators, offering the M.H.A. and the M.P.H. degrees through its Executive Master’s Program. This national program provides master’s degree study to full-time health professionals throughout the United States and beyond. The program comprises brief, but intensive sessions on the Chapel Hill campus, faculty-guided, Internet-based distance learning using real time conferencing, and applied leadership integrative modules to test concepts learned.
Doctor of Philosophy (Ph.D.)
The Ph.D. program in health policy and management is designed to provide students with the competencies, academic foundation, and research experience to become independent and creative health services/health policy researchers. All students take required courses in health services research, research design, quantitative methods, and health policy. In addition, students develop expertise in a minor area. Current minors include decision sciences, economics, epidemiology, finance, health policy and politics, quality and access, and sociology/organization studies. Students must pass a written comprehensive examination upon completion of course work, then present and defend a dissertation proposal and the final dissertation based on original research. The Ph.D. program is designed to be completed in four years.
Doctoral Program in Health Leadership (Dr.P.H.)
UNC’s doctoral program in health policy and management prepares mid-career professionals for senior-level positions in organizations working domestically and internationally to improve the public’s health. The three-year, cohort-based distance program targets individuals working full-time with substantial leadership responsibilities in communities, organizations, and institutions. Students must have a master’s or a doctoral degree before matriculating into the Dr.P.H. With the exception of three short visits to Chapel Hill (or an alternate site outside North Carolina or overseas) in each of years one and two, learning takes place in participants’ homes and offices, away from the UNC campus. Students connect to the faculty and their peers mainly via computer, making substantial use of technology that allows students and faculty to share data and interact productively via live video and audio. The distance format allows working professionals to complete doctoral leadership training while continuing full-time employment, remaining in-country throughout the duration of their education.
Certificate Program in Community Preparedness and Disaster Management
The professional certificate program in community preparedness and disaster management is designed to provide community leaders in emergency services (fire, law enforcement, EMS, 911 communications), public health, emergency management, health services, veterinary services, and all who prepare for and respond to disasters with the opportunity to enhance their knowledge of disaster management systems used to combat natural and man-made disasters, including terrorism. Students may also receive facilitation towards completing their Certified Emergency Manager (CEM)® Credential.
Courses for Graduate and Advanced Undergraduate Students
420 Community and Public Health Security: Disasters, Terrorism, and Emergency Management (3). Permission of the instructor. This course examines systems for emergency management at federal, state, and local levels. The roles of emergency management, health services, and public health in disaster management are examined. Offered to students in CPDM program only.
421 Community and Public Health Disasters: Agents of Action and Public Health Hazards (3). Permission of the instructor. This course covers biological, chemical, nuclear, and environmental agents that threaten public health. Offered to students in CPDM program only.
422 Emergency Management I (3). Permission of the instructor. Introduction of analytical tools to assess, evaluate, map, and investigate disasters (including biological outbreaks). These tools will be used to improve planning for disaster management. Offered to students in CPDM program only.
423 Emergency Management II (3). Permission of the instructor. Explores issues of preparedness, response, recovery, mitigation and research in disaster management. Students will participate in the development of a plan and a simulation to evaluate the plan. Offered to students in CPDM program only.
435 Marketing for Not-for-Profit Organizations (3). Permission of the instructor. Application of basic principles of marketing and marketing decision models to problems in health care and other not-for-profit organizations.
440 Introduction to Management Information Systems in Health Care (3). Conceptual and practical aspects in the analysis, development, and utilization of computer-based information and control systems with emphasis on application to the health care environment.
466 Competition, Regulation, and Insurance (3). Examines alternative approaches to containing health care costs adapted by public and private payers.
470 Statistical Methods for Health Policy and Administration (3). Introduction of linear model approach to analysis of data in health care settings. Topics include probability distributions, estimation tests of hypotheses, methods in multiple regression, and analysis of variance and covariance.
472 Program Evaluation (3). Concepts and methods of the program evaluation paradigm as applied in health administration.
496 Readings in Health Policy and Management (0.5–3). Directed readings or research. Written reports are required.
510 Global Perspectives on Ethical Issues in Health Policy and Management (3). This course will address the ethical issues of health policy and management, with particular attention to the global perspectives on these issues. These global perspectives are both comparative and transnational.
522 Aging, Family, and Long-Term Care: Cultural, Ethnic, and Racial Issues (3). Current issues pertaining to the health and well being of older Americans, and how such issues influence family dynamics and choices about long-term care. Critical topics on chronic illness, family and community caregiving, ethnicity/culture, and socioeconomic status will be covered in the course.
531 Physician Practice Management (3). Permission of the instructor. Restricted to seniors. Course targets students interested in a health care career. Topics include structure of group practices, governance/ownership, risk management, malpractice, physician compensation, operational and financial management.
532 Health Care Consulting (3). This course will provide students with a working knowledge of the various forms of health care consulting, including internal consulting. Students will enhance their analytical, presentation, teamwork, and project management skills.
550 Medical Journalism (HBHE 660, JOMC 560) (3). See JOMC 560 for description.
551 Medical Reporting for the Electronic Media (HBHE 561, JOMC 561) (3). See JOMC 561 for description.
552 Science Documentary (HBHE 562, JOMC 562) (3). See JOMC 562 for description.
560 Media and Health Policy (3). Introduces students to news media organizations and their role in health policy development. Students will learn how to evaluate media content and strategies and to effectively communicate via mass media.
563 Advanced Health Policy Analysis (3). The course is for master’s and doctoral students interested in health policy. The course is intended to go beyond an introduction to policy analysis to a discussion and exploration of theories of policy analysis in a context of competing democratic ethics and values.
564 Health Care in the United States: Administrative and Policy Issues (3). Restricted to HPM majors. An overview of key health services issues including quality, access, financing, insurance, ethics, and delivery systems plus an introduction to health care policy and politics.
600 Introduction to Health Policy and Management (2). Permission of the instructor. Restricted to seniors. Does not qualify as a core course or elective for HPM undergraduate majors. Provides an overview of the United States health system, emphasizing role of policy development and administrative decision making through case examples.
601 Issues in Health Care (1). Lectures on current topics in health care.
602 Concurrent Practice (1–3). Permission of the program director. Supervised activities in an approved health organization, to include one or more specific projects, approved by HPM faculty member and directed by an approved preceptor/mentor in the organization.
605 Practice Application Journaling I (0.5). This course is the first of six field-based Journal Practica in which students monitor their learning processes, identify where knowledge and skills learned in courses are helpful and relevant to areas of their professional responsibility, and apply that knowledge and those skills to actual work situations.
606 Practice Application Journaling II (0.5). Prerequisite, HPM 605. This course is the second of six field-based journal practica in which students monitor their learning processes, identify where knowledge and skills learned in courses are helpful and relevant to areas of their professional responsibility, and apply that knowledge and those skills to actual work situations.
607 Practice Application Journaling III (0.5). This course is the third of six field-based journal practica in which students monitor their learning processes, identify where knowledge and skills learned in courses are helpful and relevant to areas of their professional responsibility, and apply that knowledge and those skills to actual work situations.
609 Practice Application Journaling V (.05). This course is the fifth of six field-based journal practica in which students monitor their learning processes, identify where knowledge and skills learned in courses are helpful and relevant to areas of their professional responsibility, and apply that knowledge and those skills to actual work situations.
610 Practice Application Journaling VI (0.5). This course is the sixth and final of six field-based journal practica in which students monitor their learning processes, identify where knowledge and skills learned in courses are helpful and relevant to areas of their professional responsibility, and apply that knowledge and those skills to actual work situations.
634 Public Health Issues in Community Preparedness and Disaster Management (PWAD 634) (3). Examines conventional public health constructs of community preparedness and disaster management. Includes a review of traditional and emerging literature. Emphasizes conceptual development and application of adaptive leadership strategies.
650 Pharmaceutical Research, Development, and Marketing (DPOP 800) (3). See DPOP 800 for description.
652 Economic Evaluation of Health Care Technology (DPOP 802) (3). Focus is on determination of costs and benefits associated with alternative resource allocation schemes. Crucial economic concepts (e.g., utility valuation of health states and marginal analysis) are presented.
653 Economics and Behavior of the International Pharmaceutical Industry (DPOP 801) (3). See DPOP 801 for description.
660 International and Comparative Health Systems (3). Methods of comparing health systems, examinations of related national health systems, and analysis of related high prevalence health issues.
664 Globalization and Health (MHCH 664) (3). Globalization—its economic, environmental, political, technological, institutional, and sociocultural dimensions—historically and currently contributes to beneficial and adverse effects on population, community, and family and individual health.
670 Systems Simulation for Health Services (3). Course will prepare students to simulate health services using the MedModel simulation software. Basic concepts of discrete event simulation.
691H Honors Research (3). Required preparation, overall grade point average of 3.2 by end of junior year in all UNC–Chapel Hill courses. Readings and seminars for undergraduates showing potential and talent for research. Students will design an independent research project, write a proposal, and complete an IRB application as partial completion of an honors thesis.
692H Independent Honors Research (3). Prerequisite, HPM 691H. Permission of the instructor. Students collect data, analyze and report findings, and make recommendations to complete an honor thesis and present findings in presentation/poster format.
Courses for Graduate Students
701 Professional Training I (1). Restricted to HPM majors. Supervised professional training (fee is $550).
702 Professional Training II (1). Restricted to HPM majors. Supervised professional training (fee is $500).
703 Professional Training III (1–21). Restricted to HPM majors. Supervised professional training (fee is $500).
704 Health Policy and Management Internship (1). Restricted to HPM majors. Supervised field experience in approved health agencies. (Internship fee: $450.)
705 Healthcare Management Skills Development Workshop I (0.5). This course is the first of two workshops for students in the Executive Master’s Program. These workshops are designed to provide students exposure to key cross cutting skills that will be used in the program. These skills also are essential for effective healthcare management.
706 Healthcare Management Skills Development Workshop II (0.5). Prerequisite, HPM 705. This course is the second of two workshops for students in the Executive Master’s Program. These workshops are designed to provide students exposure to key cross cutting skills that will be used in the program. These skills also are essential for effective healthcare management.
707 Lesbian, Gay, Bisexual, and Transgender (LGBT) Health: A Population Perspective (3). This seminar course explores health challenges faced by LGBT populations. Discussions will span a variety of health behaviors and outcomes, determinants of health, developmental stages, identities, and settings. Students will be able to identify conceptual frameworks and considerations relevant in LGBT health research and practice.
710 Health Law (3). An introduction to law and the legal system as it relates to the delivery and financing of health care.
711 Research Management and Ethics in Health Policy (1). This course is aimed at doctoral and M.S.P.H. students with interests in research management and ethics. Using cases and examples, the first part of the course focuses on major management and leadership issues, while the second part deals with ethically relevant matters.
712 Leadership and Ethics (2). This course is based on the notions that leadership and ethics are intertwined and that good leaders behave ethically. There is often no one right way to lead effectively. Also, there are few firm rules or principles that guide ethical decision making, and there is much room for debate.
715 Health Economics for Policy and Management (3). Prerequisite, BIOS 600. Permission of the instructor for nonmajors. Provides training in the theory of health economics and applies this theory to important issues in health policy and management.
715L Microeconomics Lab (1). Corequisite, HPM 715. Permission of the instructor for nonmajors. Applications of health economics theory to current health care policy.
720 Management of Human Resources in Health Organizations (3). Prerequisite, HPM 730. Permission of the instructor for students lacking the prerequisite. Emphasis is on clarifying concepts of human resources management and identifying the importance of human resources in health organizations.
725 Health Care Strategy and Marketing (3). This course introduces students to strategic planning and marketing in health services organizations. Students develop practical skills such as assessing the internal and external environment, competitor analysis, and evaluating strategic alternatives in different health care settings. It also explores the role the governing board plays in strategy development and management.
728 Leadership and Workforce Management Strategies in Healthcare Organizations (4). This course provides an introduction to leadership and management in healthcare organizations, with a particular focus on strategic human resources management. Modules include: self-development; organizational design and governance; power, politics and conflict; human resource processes; and organizational change and innovation.
730 Leadership and Management of Health Care Organizations (3). Overview of organizational theory and empirical findings appropriate to the design and behavior of health care organizations. Topics include the design of the organization, its performance, and its relationship to the environment.
734 Approaches to Business Plan Development (1). Approaches to Business Plan Development (‘Capstone Prep’) is a one-credit course to introduce and jumpstart the Spring Semester Capstone business plan process necessary for HPM 735.
735 Advanced Concepts and Applications in Health Policy and Management (3). Prerequisite, HPM 734. Required preparation, completion of master’s core (can be concurrent). Restricted to HPM graduate students. Integrating and building upon the HPM master’s core, this comprehensive course focuses on organization policymaking and administration from the perspective of the CEO and top management.
740 Introduction to Health Care Financial Management (3). Permission of the instructor for nonmajors. A broad introduction to financial concepts, issues, tools, and vocabulary. Topics include financial statement analysis, working capital management, budgeting, cost finding, and rate setting. Minimal accounting proficiency expected.
741 Management Accounting for Health Administrators (3). Prerequisite, HPM 740. Permission of the instructor for students lacking the prerequisite. Covers selected topics in managerial accounting applied to health care. It is intended to provide in-depth coverage of managerial topics introduced in HPM 250.
742 Health Care Finance I (3). Prerequisite, HPM 740. Topics include basic financial management concepts, capital acquisition, cost of capital and capital structure, and capital allocation.
743 Health Care Finance II (3). Prerequisite, HPM 742. Topics include financial analysis and forecasting, working capital distributions to owners, mergers, capitation, and financial risk.
746 Introduction to Financial and Managerial Accounting for Healthcare (5). Focuses on learning and applying key financial and managerial accounting tools and concepts to healthcare problems. Provides a broad introduction to key concepts, issues, tools, and vocabulary useful for policymakers and administrators. Topics include: reading and analyzing healthcare financial statements, recording transactions, budgeting, full costing, incremental costing and responsibility accounting.
747 Finance and Economic Analytics (4). This course provides students in the Executive Master’s Program with an opportunity to investigate topics of healthcare finance and economics in greater depth, and to extend their scope of facility with technical tools for financial and economic analysis.
748 Healthcare Policy and Economics of Healthcare Insurance (4). This course provides students with an opportunity to investigate topics of healthcare policy and insurance from a finance and economics perspective. The course covers contemporary health policy topics in great depth and with a focus on economic and financial analysis as a tool to evaluate healthcare policies and proposed new legislation.
750 Introduction to Dental Public Health (3). Permission of the instructor. Survey of the theory and practice of dental public health, with an emphasis on basic knowledge and skills necessary for planning and evaluating dental public health programs.
751 Dental Public Health Practice (3). Permission of the instructor. Emphasis on knowledge of community measures for prevention and control of oral diseases, understanding the scientific basis for their use, and designing and evaluating prevention programs for a specific population.
752 Oral Epidemiology for Health Policy and Management (3). Prerequisite, EPID 600 or HPM 750. Permission of the instructor for students lacking the prerequisite. Focuses on the epidemiology of oral diseases and the implications and uses of this knowledge for dental health policymaking and administration of dental programs.
754 Health Care in the United States Structure and Policy (4). This core course is designed to provide students with an overview of the structure, systems, and policies of health care delivery in the United States. The goal is to increase students’ knowledge and abilities to analyze and address health care issues from both management and policy perspectives.
755 Introduction to Health Policy and Politics (3). Prerequisite, HPM 564. Permission of the instructor for students lacking the prerequisite. This course addresses the major political institutions and policy processes that shape health policy, principally at the federal level.
757 Health Reform: Political Dynamics and Policy Dilemmas (3). This course focuses on the political and policy dynamics of health care reform.
758 Underserved Populations and Health Reform (3). Students will gain an understanding of how the changes in the health care market affect care for underserved populations and will develop strategies to ensure that the needs of these populations are met.
759 Issues in Health Policy and Reform (2). The course will familiarize students with the history of health reform in the U.S., explore issues in health policy, analyze the impact of health politics on policymaking.
760 Healthcare Quality and Information Management (3). Integrates essential methods and principles in healthcare quality and information management. Emphasis on use of information to measure and improve quality. Will include presentations, individual/group projects, exercises, and group discussion.
761 Quality and Utilization Management (3). Prerequisite, HPM 564 or 754. Evolution and current status of health care quality management systems and programs for utilization control. Includes discussion of alternative quality assurance methods, hospital accreditation, and government programs.
762 Quality of Care (3). Prerequisite, HPM 564 or 754. Methods and practices for quality control and assurance in health care organizations.
765 Cancer Prevention and Control Seminar (EPID 772, HBHE 765) (3). An interdisciplinary overview of cancer prevention and control. Emphasis on projects and activities from perspectives of epidemiology, health behavior and education, and health policy and management. Appropriate research design and methodologies are covered.
766 Cancer Care Quality (3). Geared toward researchers, the course examines the overuse, underuse, and misuse of care across the cancer care continuum, focusing on recent work defining, measuring, and improving cancer care quality.
767 Disseminating Evidence and Innovation in Cancer Care (3). This course introduces the concepts, theories, and methods of disseminating research evidence and innovations to improve quality in cancer care.
768 Informed Decision-Making in Cancer Care (3). This course will examine clinical decision-making in cancer care from the perspectives of providers, patients, and families.
770 Operations Research for Health Care Systems (3). Prerequisite, BIOS 600. Permission of the instructor. Review of the systems analysis process in health care systems. Deterministic and random models, mathematical programming, queuing, simulation, forecasting, and measurement. Emphasis on model formulation and computer solution of decision models.
772 Techniques for the Economic Evaluation of Health Care (3). Prerequisite, EPID 600. This course provides an investigation of the theory, methods, and application of economic evaluation to health care. Topics include methods used to structure an economic evaluation, measure and summarize health outcomes and estimate their value to patients or to the public, and identify resources used and estimate their costs.
773 Introduction to Program Evaluation for Public Health and Health Care Settings (1.5). This course is a fundamental introduction to the field of program evaluation in public health and health care. We discuss key concepts in planning, conducting, and reporting evaluations. We focus on evaluating programs, policies, products, services, or organizational processes. Through a project, students apply the concepts to their work.
775 Analytic Techniques in Health Policy and Management (3). This course covers a variety of analytic techniques and methodologies basic to more advanced analysis of decision problems in health administration.
776 Healthcare Quality and Information Management (2). The HPM 776/777 and 776/778 course sequences integrate essential methods and principles in healthcare quality and information management, emphasizing use of information to measure and improve quality.
777 Health Information and Quality Applications (2). The HPM 776/777 and 776/778 course sequences integrate essential methods and principles in healthcare quality and information management, emphasizing use of information to measure and improve quality.
778 Public Health Information and Quality Application (1.5). The HPM 776/777 and 776/778 course sequences integrate essential methods and principles in healthcare quality and information management, emphasizing use of information to measure and improve quality.
780 Public Health Entrepreneurship (NUTR 780) (3). See NUTR 780 for description.
781 Seminar in Comparative Effectiveness Research (1). The course provides an overview of substantive and methodological issues in CER, including randomized controlled trials; inferences from observational studies; literature syntheses; decision sciences/decision modeling; dissemination and implementation science; cross-cutting skills (e.g., strengths and limitations of administrative and clinical databases and electronic health records for CER).
779 Advanced Analytics and Operations Research (4). Healthcare administrators face a range of decisions: some strategic, some financial, others operational. Through your program of study, you are developing analytical and conceptual skills that will help you to make better decisions when the time comes.
789 Master’s Paper Development (1). Second-year M.S.P.H. or first-year M.P.H. students only. Broad topics related to the development and management of a research project are covered. The major goal is the development and completion of a proposal to be submitted for an independent master’s paper.
810 Leadership in Health Law and Ethics (2). Course is designed to provide learners with an introduction and overview of critical issues relating to law, ethics, and public health.
815 Graduate Health Economics Seminar (1). Permission of the instructor. Discussion of recent papers in health economics. Students must have solid knowledge of graduate microeconomics theory and econometrics.
820 Organizational Leadership Theory and Practice (2). Focus is on the behavioral, power-influence, trait, and situational approaches to leadership. Addresses core leadership principles plus leadership-followership theory, transformational and strategic leadership, and creating change.
821 Current Topics in Health Leadership (2). This course is the second in a series of executive Dr.P.H. leadership core courses. Guest discussants will introduce students to timely issues relating to health leadership to foster understanding and mastery of what successful top organizational leaders do to create change.
860 Population Perspectives for Health (1). A review of how the population perspective is used to create programs and social change for health in the United States.
871 Seminar in Teaching Health Policy and Management (1). Problems and processes of teaching health policy and management, including supervised practicum experience.
872 Selected Topics in Health Policy and Management: Advanced Seminar (3). Permission of the instructor. Integrated study of selected theory and research as it relates to the organization and delivery of health services. Separate seminars are developed to correspond to the doctoral student’s specific interests and needs.
873 Policy Seminar in Health Policy and Management (1). Seminar on policy issues in health policy and management.
874 Advanced Research Seminar in HPM (1). This seminar will develop core competencies through a: (1) journal club to develop competencies in research design and expose students to diverse content and methodologies; and (2) professional development series.
881 Linear Regression Models (3). Prerequisite, HPM 882. This course is an introduction to the analysis of categorical data using maximum likelihood. Topics covered: econometric models in which the dependent variable is not continuous, including Logit, Probit, Tobit, two-part, and duration models.
882 Advanced Methodology in Health Policy and Management (3). Prerequisites, HPM 496 and 796. This course is an introduction to linear regression models. Topics include linear algebra, least squares regression, multicollinearity, heteroscedasticity, autocorrelation, and hypothesis testing.
883 Analysis of Categorical Data (3). Prerequisites, HPM 881 and 882. Permission of the instructor for students lacking the prerequisites. Research methodology as applied to understanding problems in health care delivery. Topics include simultaneous equation models, factor analysis, limited dependent variables, and an introduction to event history analysis.
884 Health Services/Health Policy Research Methods I (3). Doctoral standing or permission of the instructor. This two-semester course provides an overview of the field of health services research and introduction to basic components of the research process, including literature synthesis, development of a research question and hypothesis, and use of conceptual and logic models to clarify research questions.
885 Health Services/Health Policy Research Methods II (3). Prerequisite, HPM 884. This continuation of HPM 884 examines basic components of the research process, including research designs, analytical issues, qualitative research methods, primary data collection, and secondary data analysis, and provides in-depth analysis of research applications that are relevant to health services and health policy researchers.
886 Advanced Applications in Research Methods (3). Prerequisites, HPM 884 and 885. This course will focus on advanced applications of research methods developed in HPM 884 and HPM 885. Examples and applications are relevant to health services and health policy researchers.
930 Doctoral Seminar in Organization Theory and Health Service Organizations (3). Permission of the instructor for nondoctoral students. Review and application of selected developments in organization theory to health services research.
950 The Research Process (1). The course introduces doctoral students to the world of scientific and policy inquiry. It emphasizes the goal, structure, and content of the dissertation that will be written in the latter part of the program.
951 Literature Review and Appraisal (3). This course is the second in a sequence of courses in research design and methods in the executive Dr.P.H. The course explores the nature and process of scientific inquiry in the field of public health, establishing a foundation for methodological exploration, and focusing on the process of developing researchable questions.
952 Community Involvement in Research (1). Relevant literature and guest speakers will highlight cases depicting different levels of community involvement in public health research.
953 Practice Based Research (2). Designed to provide Dr.P.H. students with grounding in basic quantitative and qualitative research techniques used in health services research. Topics include types of research designs, measurement scales and coding nomenclatures, analytical techniques for quantitative data, research techniques for primary data collection, research opportunities with secondary data, and qualitative research methods.
954 Dissertation Planning and Preparation (2). Part of a sequence to guide students in planning, development, and implementation of Dr.P.H. dissertations. Designed to prepare students to identify appropriate research topics, plan the approach, organize, and write.
955 Health Strategy (2). The purpose of this class is to enhance participants’ behavioral complexity as leaders. Examines several major approaches to organizational strategy. Topics include diversification, transaction cost economics, agency theory, the resource-based view of the firm, and processes of strategic decision making.
956 Fundamentals of Research Analysis (3). This course will provide students with "hands-on" experience in qualitative, quantitative, and policy analytical techniques.
957 Leading Sustainable Change: Operating Beyond the Board Room (3). The course will help students understand and master what successful top organizational leaders must do to create change, both within and outside their organizations.
958 Financial Leadership in the Era of Sarbanes–Oxley (2). Dr.P.H. students only. Understand the major concepts of the Sarbanes–Oxley Act and be able to apply them to their own organizations whether public or nonpublic, for profit or not-for-profit.
959 Strategic Management in Health Leadership (2). The purpose of this class is to enhance participants’ competence in leading within complex and dynamic systems.
961I Aging and Public Policy (DENT 607I, FMME 607I, HMSC 951I, MEDI 607I, NURS 783I, PHCY 607I, PSYC 907I, SOWO 607I) (3). See SOWO 607I for description.
962 Marketing and Public Relations for Health Leaders (3). This course is one of a series of leadership courses in the executive Dr.P.H. Its main purpose is to help students understand public health from the perspective of external audiences.
963 Program Evaluation for Health Leaders (3). This course is one of a series of research courses in the executive Dr.P.H. Its main purpose is to help students understand the purposes of evaluation.
992 Master’s Paper (3).
994 Doctoral Dissertation (3–21).