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Full Time (Fall Start)

Part time study is also possible and plans of study can be developed with faculty advisors.

Year 1:

Fall

NURS548
Negotiations in Healthcare

This course examines the process that leads to change in health care settings and situations. Students will develop skills that lead to effective negotiations in interpersonal and organizational settings. Included in the discussion are: concepts of organizational structure and power, negotiating in difficult situations, and the role of the health care professional in negotiation and change. The course also examines techniques leading to successful implementation of negotiated change in the practice setting.This course satisfies the Society & Social Structures Sector for Nursing Class of 2012 and Beyond.

NURS637
Introduction to Research Methods and Design

The relationships among nursing theory, research and practice will be examined. An emphasis will be placed on research competencies for advanced practice nurses (APNs), including understanding nursing research methods and strategies in order to evaluate research results for applicability to practice and to design projects for evaluating outcomes of practice. An understanding of statistical techniques will be integrated into the course and build on the required undergraduate statistics course. Published nursing research studies will be evaluated for scientific merit and clinical feasibility, with a focus on evidence-based practice.

NURS748
Leadership Development in Healthcare

This course provides a conceptual and theoretical framework for examining the concepts of leadership, planned change and power/empowerment within selected environments; namely, health systems, health and public policy arenas, and professional and civil societies. Content focuses on characteristics of personal and professional leadership, places and types of leadership, theories of leadership and planned change processes and specific tools and practical experiences in leadership development.

Spring

BUSI001
Business Elective #1

Students are required to take 6 cu worth of Business Electives from the Graduate Wharton Division. With permission, courses taught in Organizational Dynamics may be slotted into these Electives.

NURS650
Systems Thinking in Patient Safety

This blended online/in-classroom graduate level course integrates principles of systems thinking with foundational concepts in patient safety. Utilizing complexity theories, students assess healthcare practices and identify factors that contribute to medical errors and impact patient safety. Using a clinical microsystem framework, learners assess a potential patient safety issue and create preventive systems. Lessons learned from the science of safety are utilized in developing strategies to enhance safe system redesign. Core competencies for all healthcare professionals are emphasized, content is applicable for all healthcare providers including, but not limited to, nurses, pharmacists, physicians, social workers and healthcare administrators, and may be taken as an elective by non-majors.

NURS652
Applied Healthcare Accounting and Business Planning

This course focuses on the management of financial resources in the healthcare industry particularly in inpatient and ambulatory care settings. Specific emphasis is on applied accounting, budgeting, capital planning, nursing staffing/scheduling and variance analysis. Additionally, students will apply concepts in developing a business/program plan including completion of an environmental scan, cost-benefit analysis and marketing plan. Students will engage in strategic planning, stakeholder analysis and benchmarking efforts.

Summer

NURS549
Human Resources Management in Healthcare

Today’s healthcare industry continues to be highly turbulent in nature presenting many challenges for leaders in the workplace. Competency in workforce planning and recruitment, selection and retention of top talent for organizational innovation and growth are essential for nursing leaders. Utilizing the American Organization of Nurse Executives (AONE) Competencies (2006) as a curricular guide, this course emphasizes human resources management skills essential for any nurse leader to address employee relations challenges and provide for an enriching work environment.

NURS610
Concepts in Healthcare Economics

This course examines health care from an economic perspective tailored for the nurse manager and executive. Emphasis is on the allocation of health care resource policies in the United States with examination of different health care programs. Within the health care industry, focus is on public and private health care funding in addition to the role of managed care systems with relation to financing and delivery of health services.This course satisfies the Society & Social Structures Sector for Nursing Class of 2012 and Beyond.

NURS651
Nursing Informatics

This course is designed to introduce the student to fundamental concepts and issues surrounding technology and information management in today’s rapidly changing health care environment. Emphasis will be placed on defining informatics and the models and theories used in its development. To prepare the student to take a leadership role in information system design and selection the class will study the process of information systems analysis, implementation and evaluation involving functional, organizational and human aspects.

NURS699
Advanced Roles in Administrative Nursing Practice

Offered at the end of the Nursing and Health Care Administration or Health Care Leadership programs, this course prepares the graduate for entry into a myriad of administrative or leadership roles. Students will explore role responsibilities for various levels of management positions; health care consultants; health policy advocates; global health leaders; staff development directors; and administrators in non-traditional settings i.e., journal editors, professional associations etc.

Year 2:

Fall

BUSI002
Business Elective #2

Students are required to take 6 cu worth of Business Electives from the Graduate Wharton Division. With permission, courses taught in Organizational Dynamics may be slotted into these Electives.

NURS540
Current Issues In Health and Social Policy

Analysis of key contemporary issues in health and social policy that will provide students with a deeper understanding of the design and structure of the U.S. health care system, the policy initiatives that have shaped it, and the roles of the government, the private sector, and consumers and advocacy groups in setting the policy agenda. Seminars will examine the origins of each issue, the policies enacted and their effects, both intended and unintended, and will propose and debate the merits of alternative policy solutions. The role of health services and policy research in informing the policy debate and directions will be highlighted.This course satisfies the Society & Social Structures Sector for Nursing Class of 2012 and Beyond.

NURS612
Principles and Practice of Healthcare Quality Improvement

Healthcare delivery is complex and constantly changing. A primary mission of leading healthcare organizations is to advance the quality of patient care by striving to deliver care that is safe, effective, efficient, timely, cost-effective, and patient-centered (Institute of Medicine). The goal of this interprofessional course is to provide students with a broad overview of the principles and tools of quality improvement and patient safety in healthcare as well address the knowledge, skills and attitudes as defined by the Quality and Safety Education for Nurses (QSEN) guidelines. It will provide a foundation for students or practicing clinicians who are interested in quality improvement and patient safety research, administration, or clinical applications.Content will address the history of the quality improvement process in healthcare, quality databases and improvement process tools and programs. Through the use of case studies and exercises students will be become familiar with the use of several quality improvement programs and tools. For example, the Plan-Do-Study- Act (PDSA) cycle, Six Sigma and the Toyota Production System known as Lean Production processes will be addressed. Students can use this course to identify the tools and design the methods that they plan to employ in a quality improvement or patient safety project in their area of interest.

Spring

BUSI003
Business Elective #3

Students are required to take 6 cu worth of Business Electives from the Graduate Wharton Division. With permission, courses taught in Organizational Dynamics may be slotted into these Electives.

NURS655
Nursing Administration Practicum

This administrative practicum will be individually tailored to meet each student’s career goals. Students will be placed with an expert role model who in most instances will be a practicing nurse executive. The setting may vary according to the student’s interests and objectives. Examples include acute care, home care, long term care, occupational health, community based clinics, consulting groups and political/legislative experiences.

Recommended Electives:

Many other electives are available and can be planned in collaboration with your program advisor.

DYNM612
Mastering Organizational Politics and Power

The purpose of this course is to explore, enhance, and expand the participants’ competence in organizational politics.  Students will observe political dynamics as they occur in their own organizations and will interview senior managers in other organizations to learn how political realities vary from one organization to another.  Theoretical ideas about a dimension of organizational politics of particular interest to each individual participant will be analyzed in a term paper.  In addition, each participant will keep a personal diary of political dynamics in his or her own workplace.  The course will also explore ways to master the political skills of networking, negotiating, influencing, leading, and following as well as developing a political strategy.   

DYNM619
Organizational Project Management

The course provides an overview of the concepts, procedures and fundamental processes of project management for working professionals. Participants are introduced to the principles, tools and techniques of project management within an integrative framework. The course emphasizes that, for most organizations, projects are the primary means for implementing strategic initiatives.Course Objectives: 1) Understand and critically evaluate expectations, procedures and processes of program management as currently practiced in large for-profit enterprises; 2) Understand the content and processes and standards of prac tice as defined by the Program Management Institute (PMI); 3) Understand how to build and manage effective project teams; 4) Become familiar with the critical components of effective project plans. In addition to the scheduled meeting dates, additional class activities will be planned between faculty and students.

DYNM634
Process Improvement Tools and Strategies

Process improvement as taught in this course often provides high-leverage, high visibility opportunities for showcasing coaching and leadership skills as a member, coach or leader of cross-functional process improvement teams. Cross-functional process improvement teams (running lean and six sigma projects) have evolved into a major pathway for developing leadership and coaching talent in such organizations as Baptist Healthcare, Federal Express, Ritz Carlton, Toyota Motor Co, General Electric and Motorola.Process improvement project leaders and team members use specific tools and capabilities to analyze as-is processes and to define and deploy new or improved processes that deliver better outcomes and customer satisfaction with less non-value added effort. Leading or serving on cross-functional process improvement teams creates opportunities to work and network with people from other parts of your organization and creates opportunities for visibility to executives and managers sponsoring strategic improvements. Participating in or leading process improvement is also a great leadership, coaching and professional development activity.

DYNM662
Entrepreneurship and Leadership: Creating Winners

Peter Drucker once famously said that “entrepreneurs innovate.” The course looks at how innovation drives the entrepreneurial process in both large organizations and in startup ventures. It stresses the importance of bringing entrepreneurial vision and energy to all organizations: profit and non-profit, as well as government and institutional. The course examines the characteristics of successful entrepreneurs. Participants will learn how to develop their own entrepreneurial instincts and how to encourage an entrepreneurial culture in their organizations. The course examines the challenges of startup ventures and provides practical information to participants who are considering an entrepreneurial venture. It explores strategies for identifying opportunities, creating successful business models, valuing a business, raising capital, and managing the business. The course builds understanding of how a culture of entrepreneurship and innovation are critical to any organization that wants to survive and prosper in the future. The course discusses how sustainability is becoming a global force for change, creating exceptional entrepreneurial opportunities. The course looks closely at the leadership roles of both the CEO in a large organization and the entrepreneur in a venture. The course examines how leaders in all kinds of organizations set priorities, identify game-changing opportunities, shape the organizational culture, and motivate their teams to achieve outstanding performance or, sometimes, fail. The course stresses the leadership responsibilities of the board of directors in providing governance and oversight in both for-profit and non-profit organizations.

DYNM673
Stories in Organizations: Tools for Executive Development

As we all know, living in-and out of- organizations is getting exponentially harder. Things seem to be multiplying, splintering, and coalescing kaleidosopically, and each of us is increasingly taxed to make sense of it all let alone create meaning for ourselves and those we manage and care about. Remarkably, a powerful tool for helping us is one we have already mastered: stories. As humans we think, feel, speak, listen, explain, and believe in narrative form. Yet this capability is dramataically under-exploited at work. This course examines a variety of ways to bring the power of stories to organizational life. We will look at how stories enhance communication, support change, and intensify learning and development in individuals and organizations, thus informing your leadership style and effectivness. We will have many opportunities in class to apply “story-based technologies” to issues you face in personal or professional life. Readings come from the literatures of human deelopment, narrative psychology, organizational change, executive learning, and, of course, from literature itself.

HCMG841
Health Services System

This course provides an overview of the evolution, structure and current issues in the health care system. It examines the unique features of health care as a product, and the changing relationships between patients, physicians, hospitals, insurers, employers, communities, and government. The course examines three broad segments of the health care industry: payors, providers and suppliers. Within the payor segment, the course examines the sources and destinations of spending, managed care (HMOs, PPOs),employer based health insurance, technology assessment, payor strategy, and efforts to pay for the elderly, the poor & the medically indigent. Within the provider segment, the course examines the impact of cost containment and competition on hospitals and integrated delivery systems, long term care and disease management, and the important role of epidemiology in assessing population health needs and risks. Within the supplier segment, the course will examine developments in the biotechnology, pharmaceutical, medical devices, genomics and IT industries. NOTE: This is a required course for Wharton Graduate Health Care Management majors; it counts as an elective course for all other Wharton Graduate students. It is also open to Law School and Nursing School students with a joint Wharton Program.

HCMG858
Health Care Marketing

This course is aimed at students interested in better understanding an increasingly complex market environmnent for Healthcare product development and commercialization. Across the entirety of the class we will explore the facts and clarify the implications of five ongoing thematic changes - the 5 D’s - that are fundamentally transforming commercial decision making in health care markets from insurance and care delivery to pharmaceuticals, biotechnology, and devices: (1) Dispersion (of choice): Healthcare product/service choice has dispersed from a physician-centric world to include patients, payors, governments, advocacy groups, purchasing organizations, pharmacies, and hospitals. (2) Data (explosion of): How organizations understand and leverage the immense availability of data and shepherd its conversion into insights will be key driver of future competitive differentiation. (3) Disruption (technological avalanche): The multiplicity of channels within which is gathered, shared and exploited has caused much confusion in an industry that often feels hampered by regulatory oversight. How can a commercialization/marketing executive maintain control over information and brand identity in such an age? (4) Division (of responsibilities): Companies are most often organized in multiple customer-facing and/or functional silos (e.g., Customer Marketing, Professional Promotion, Managed Markets, Early Development, Data Managements).In a world where these organizational functions have converged how is commercialization and marketing best managed? (5) Dollars (economic implications): Each stakeholder within this newly dispersed set has different concerns and interacts in different ways, at different points of the value chain, with different incentives! Understanding the collective impact of the interplays across these differences is a competence that any Healthcare marketer needs to develop in order to craft and deliver market-perceived value.

HCMG859
Comparative Health Care Systems

This course examines the structure of health care systems in different countries, focusing on the design  and financing of public and private insurance; organization of care delivery systems;  reimbursement of  physicians, hospitals, pharmaceuticals and devices; and adoption of new technologies and expenditure  controls. We study the relative roles of private sector and public sector insurers and providers, and the  effect of system design on cost, quality, efficiency and equity of medical services. Some issues we  address are normative: Which systems and which public/private sector mixes are better at achieving  efficiency and equity? Other issues are positive: How do these different systems deal with the tough  choices, such as decisions about new technologies? We focus first on mature systems, including  Germany, the United Kingdom, Canada and Japan, which represent four prototypical system designs, and  Italy and Singapore, which illustrate other interesting approaches. We also look at middle and low income  countries with emerging systems –including Chile, Brazil, India and China – and at major cross-cutting  issues such as life-expectancy and infant mortality rates, pay for performance and service quality. We will  draw lessons for the US from foreign experience and vice versa.

HCMG866
E-Health: Business Models and Impact

This course will introduce students to the main components of Health Information Technology (HIT) and how HIT currently effects, and in the future, may change health care operating models. Although it will not prepare students for primary technology management positions, it will help them understand the role of information technology in the success of the delivery system and other important healthcare processes. It will provide a foundation that will prepare them as managers, investors and consultants to rely upon or manage information technology to accomplish delivery system objectives. The course will give special attention to key health care processes, and topics such as the drive for provider quality and cost improvements, the potential ability to leverage clinical data for care improvement and product development, the growth of new information technologies for consumer directed healthcare and telemedicine, the strategies and economics of individual HIT companies and the role of government. The course relies heavily on industry leaders to share their ideas and experiences with students.

NURS525
Ethical Aspects of Health and Technology

Interdisciplinary approach to the study of the interface between ethics and law in the provision of health and illness care. This course draws upon the disciplines of philosophy, law, biomedical engineering and nursing in examining such concepts as the use/nonuse of biomedical technology, who and how one decides what shall be done for a given “patient,” and the “rights” and responsibilities (accountability) of all persons involved in health/illness care decisions. The interplay of ethical theory, personal value systems, law and technology will be stressed throughout. Lectures, seminars and case studies will be used.This course satisfies the Society & Social Structures Sector for Nursing Class of 2012 and Beyond.

NURS535
Comparing Health Care Systems in an Intercultural Context: Study Abroad

This course offers students an opportunity to: 1) expand their knowledge base in health care systems; 2) develop intercultural competency skills and 3) shape a conceptual framework for improving the quality of health care for the individual, the family, the community and society at large. Emphasizes the relational, contextual nature of health care and the inseparability of the notions of the health of individuals and the health of family, society, and culture. Includes field experience.

NURS548
Negotiations in Healthcare

This course examines the process that leads to change in health care settings and situations. Students will develop skills that lead to effective negotiations in interpersonal and organizational settings. Included in the discussion are: concepts of organizational structure and power, negotiating in difficult situations, and the role of the health care professional in negotiation and change. The course also examines techniques leading to successful implementation of negotiated change in the practice setting.This course satisfies the Society & Social Structures Sector for Nursing Class of 2012 and Beyond.

NURS698
Practicum: Quality Improvement in Healthcare

Building on coursework that provided a broad overview of the principles and tools of quality improvement and patient safety in healthcare, students will apply this knowledge through completion of a mentored quality improvement project in a healthcare organization. In collaboration with faculty and health organization preceptors, students will identify a quality improvement opportunity and develop specific project objectives including, but not limited to, the use of appropriate tools, identification of measureable aims and evaluation methods, sustainable recommendations for process improvement and a comprehensive report of findings and recommendations. This course is part of the Quality Improvement and Safety Processes in Healthcare Minor and should be completed by the student as the capstone course in that minor; students engage in 192 hours of on-site project work.