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Below is the course of study for the Health Informatics Minor. We also provide a sample plan of study for students.

Core courses (3 course units):

Applied Health Informatics

Catalogue Description: This course is designed to address issues related to the impact of information technology on health care practitioners and consumers of all ages. Students will learn about and gain experience with practical applications of information technology (Access, handheld devices, telehealth, Internet resources) that improve the qualityof health care communication and delivery and facilitate health care research. Class projects include working with clinical databases and evidence based information sources.

NURS651 (Online)
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.

Advanced Topics in Health Informatics

This course is designed to survey a broad range of advanced topics in the field of health informatics. Course faculty and invited speakers will provide the content for weekly meetings conducted in a blended environment (both on-line and in the classroom). Each week, students will listen to a lecture and then participate in a group discussion. Approximately half of these lecture/discussion sessions will take place in a a “live” classroom, while the remainder will be available asynchronously in an online setting (i.e. using Blackboard). There will be no textbook, however each speaker will provide links to web-based resources that provide either background information or further elaboration of their topic. A group of students (depending upon size of class, probably 2-3 per topic) will take the lead for each topic, communicating with the speaker and facilitating the class discussion. As a final project, these student groups will also develop a more complete web resource for their selected topic.

Elective courses (1 course units):

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.

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.

Creating High-Performing Groups and Teams: A Course in Real-Time Experiential Learning

This course will be offsite in Pennsylvania, August 5th through 10th, 2016. This course will have an additional course fee to cover lodging and other program logistics. Registration permits will be issued upon signed Travel Agreement being returned to the Organizational Dynamics program office. This course is limited to 12 students.This five-day, offsite program is more about the “how” to develop high performing teams than the intellectual “what” of such teams. For five days the twelve members will immerse themselves into what differentiates a high performing team from the dysfunctional teams with which we are familiar. We will take a deep dive into the fundamentals of any group or team in our efforts to become such a team. We will, along the way, learn about the art of design –internalizing the skills and tools essential for building strategic interventions into a team in real time. Not only will we design them, but alsowe will be critiqued in relation to the quality of our efforts as well as to the facilitation skills we used during the process.This course is not for the faint of heart, with participants leaving their names and histories at the door. We will learn by doing and relate what we learn to both theory and research. Everything done during hte five days will be “intentional,” with a keen eye toward the consequences of our behaviors and their impact on the evolving team. That will mean long days and an occasional long evening. While not a walk in the park, it will be full of laughter and personal insights that should have a lasting impact on the student as leader, far after the program ends. The course is limited to twelve students, and each must be interviewed to make certain that this experience is what they are ready for. After all, the course involves dealing with challenging group dynamics and accompanying issues of power and authority, with dominating personalities; managing differences; building trust; and dealing with the myriad issues that often drive groups, teams, and meetings into dysfunction.

Mistakes and Errors, Accidents and Disasters

The purpose of DYNM 660 is to provide a basic understanding of some rather ubiquitous social phenomena: mistakes, errors, accidents, and disasters. We will look at these misfirings across a number of institutional domains: aviation, nuclear power plants, and medicine. Our goal is to understand how organizations “think” about these phenomena, how they develop strategies of prevention, how these strategies of prevention create new vulnerabilities to different sorts of mishaps, how organizations respond when things do go awry, and how they plan for disasters.At the same time we will be concerned with certain tensions in the sociological view of accidents, errors, mistakes and disasters at the organizational level and at the level of the individual. Errors, accidents, mistakes and disasters are embedded in organizational complexities; as such, they are no one’s fault. At the same time, as we seek explanations for these adverse events, we seek out whom to blame and whom to punish. We will explore throughout the semester the tension between a view that sees adverse events as the result of flawed organizational processes versus a view that sees these events as a result of flawed individuals.

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.

Advanced Seminar in Organizational Politics

The goal of this course is to assess/advance the participant’s competence in applying the “eigth habit” - that of organizational politics and power, in a variety pf organizational settings, system levevels and contexts. Course requirements are: 1) a detailed learning log (to be supplied and reviewed weekly; 2) A political autobiography (guide to be supplied); 3) Active participation in all sessions; 4) Three interviews of senior managers on the topic of politics (interview guide to be supplied;Note: Additional interviews may be done for extra credit; 5) An assessment of the political map of a complex organization (map to be developed in class; 6) A peer completed assessment using the “political skills inventory” (see Ferris).

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.

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.

Enabling Technologies

This course is about understanding emerging technology enablers with a goal of stimulating thinking on new applications for commerce. No prerequisite or technical background is assumed. The class is self-contained (mainly lecture-based) and will culminate in a class-driven identification of novel businesses that exploit these enablers.No prerequisite or technical background is assumed. Students with little prior technical background can use the course to become more technologically informed. Those with moderate to advanced technical background may find the course a useful survey of emerging technologies. The course is recommended for students interested in careers in consulting, investement banking and venture capital in the tech sector.

Decision Support Systems

The past few years have seen an explosion in the amount of data collected by businesses and have witnessed enabling technologies such as database systems, client-server computing and artificial intelligence reach industrial strength. These trends have spawned a new breed of systems that can support the extraction of useful information from large quantities of data. Understanding the power and limitations of these emerging technologies can provide managers and information systems professionals new approaches to support the task of solving hard business problems. This course will provide an overview of these techniques (such as genetic algorithms, neural networks, and decision trees) and discuss applications such as fraud detection, customer segmentation, trading, marketing strategies and customer support via cases and real data sets