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With Organizational Dynamics in Healthcare Minor

3 CUs in Organizational Dynamics fulfill the minor, therefore students could opt to take their 4th elective in an alternate discipline.  Other courses in Organizational Dynamics may be selected in collaboration with your program faculty advisor based on your career interests.

Year 1:


Leading the Professional Service Organizations

The purpose of this course is to understand appropriate leadership behaviors for professional services. Student will gain first hand exposure to prominent leaders of diverse services organizations, and will research how those leaders both develop and deploy their leadership agenda.

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.

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.


Organizational Culture Change: Theory and Practice

The importance of organizational culture as a factor that can influence organizational performance either positively or negatively gained renewed attention beginning in the mid-1990’s. The success of high-profile firms with “quirky cultures” like Ben & Jerry’s, the entrepreneurial cultures of high tech firms that countered the cultures of traditional corporations, a recognition that organizational culture can be a major factor in organizational performance and the related emergency of “high performance organizations,” acknowledgment that organizational culture can trump the implementation of organizational strategy, differences in values of workers from different generations, competition among companies to attract the best employees, and the failure of many once-promising mergers and acquisitions all pointed to the importance of understanding and intentionally managing organizational culture.

This course will address many of the major debates about organizational culture, as well as provide students with tools for better assessing and understanding organizational culture and managing culture change.  Course material and discussions will consistently address issues related to both theory and practice.

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.

Also offered as: HQS 650.

History, Health and Social Policy

This course explores the impact of historical ideas, events, and actors on current issues in health and illness care. Topics include the movement from hospitals to health care systems; the changing definitions of professionalism and professional practice patterns; and the ways historical context shapes definitions of leadership roles and theoretical knowledge.


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.

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.

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:


Leadership Concentration Elective #1

These course units are individually designed with support and guidance by designated faculty scholars in the student’s area of interest or specialty.

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.

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.