Health Administration (M.S.H.A.)
View PDF of Health Administration Admissions Checklist
Prospective students should use this checklist to obtain specific admissions requirements on how to apply to Graduate School.
View PDF of Health Administration-Executive Admissions Checklist
Prospective students should use this checklist to obtain specific admissions requirements on how to apply to Graduate School.
Residential and Executive M.S.H.A.
Dr. Jeffrey Burkhardt (Residential & Executive)
Darrell Burke, Associate Professor (Health Services Administration); Operations Management, Health Informatics; Quality Improvement; Quantitative Methods; IT Management
Eta Berner, Professor (Health Services Administration); Health Informatics
Jeffrey Burkhardt, Professor (Health Services Administration); Health Care Finance
Gerald Glandon, Professor and Chair (Health Services Administration); Economics and Cost Effectiveness
Randa S. Hall, Instructor (Health Services Administration); Medical Practice Management
Denise Hamilton, Instructor (Health Services Administration): Health Care Finance
S. Robert Hernandez, Professor (Health Services Administration); Health Services Administration, Organization Theory, Organizational Assessment, Health Planning
Tee H. Hiett, Professor Emeritus (Health Services Administration); Quantitative Methods, Information Systems, Teaching Methods
Howard W. Houser, Professor Emeritus (Health Services Administration); Health Services Administration, International Health, Public Policy
Amy Y. Landry, Assistant Professor (Health Services Administration); Leadership, Strategic Management of Healthcare Organizations, Management Training and Development
Stephen J. O'Connor, Professor (Health Services Administration); Governing Boards, Medical Staff Relations, Organization Behavior, Human Resources Management
M. Paige Powell, Assistant Professor (Health Services Administration); Health Policy, Health Care Ethics
Jose B. Quintana, Assistant Professor (Health Services Administration); Outcomes in Production of Health and Process Improvement
Midge N. Ray, Associate Professor (Health Services Administration); Health information management
Richard M. Shewchuk, Professor (Health Services Administration); Health Issues in Aging, Quantitative Methods
Jerry (Mickey) Trimm, Associate Professor (Health Services Administration); Operations Management, Quality Improvement, Rural Health
Robert Weech-Maldonado, Professor and L. R. Jordan Endowed Chair (Health Services Administration): Health Disparities, Health Services Research, Long-term Care, Patient Satisfaction
Becker, Cybulsky, DeMoss, Ferniany, Fos, Ginter, Kennedy, McGwin, Menachemi, Morrisey, Phillips, Powers, Ransburg-Brown, Sen, Smith, Van Matre, Wheeler.
The Master of Science in Health Administration (M.S.H.A.) Program, accredited by the Commission on Accreditation of Healthcare Management Education, trains executives for health services organizations. The program has graduated more than 1,300 persons since 1965.
Students must complete 22 graduate courses while on campus and a 12-month administrative residency in a health care organization. A capstone core course is completed during the last on-campus semester. Twenty-two core courses and two elective courses are required as well as a summer internship or international experience for single MSHA students. All students begin in the fall term and complete coursework in 21 months followed by the administrative residency.
Complete applications for fall entry are due no later than the preceding March 1. Since admission to the M.S.H.A. program is very competitive, early application is encouraged.
M.S.H.A.-M.B.A., M.S.H.A.-M.S.H.I. Coordinated Degrees
Students wishing to pursue simultaneously the Master of Science in Health Administration (M.S.H.A.) and the Master of Business Administration (M.B.A.) degrees must complete 29 graduate courses, including 4 electives. Students seeking to complete the Master of Science in Health Administration (M.S.H.A.) and the Master of Science in Health Informatics (M.S.H.I.) must complete 29 graduate courses. A 12-month administrative residency in a health services organization is required for completion of the M.S.H.A. program. A student who enters a coordinated program, but subsequently decides to pursue only one of the degrees, must satisfy all the requirements for the degree sought.
Applicants to the M.S.H.A., M.S.H.A.-M.B.A, or M.S.H.A.-M.S.H.I. programs must have completed or anticipate completion of at least a baccalaureate degree from a regionally accredited college or university or from a recognized university abroad before entry into the program. Prior to matriculation, students must have completed 6 semester hours of undergraduate accounting with a grade of B or better. In addition, M.S.H.A.-M.B.A. students must have successfully completed three semester credit hours in calculus.
Application for the M.S.H.A. program should be made using the UAB Graduate School Apply Yourself Application Network Service available at (http://app.applyyourself.com/?id=uab-grad).
Deadline for Entry Term(s):
Deadline for All Application Materials to be in the Graduate School Office:
March 1 for Residential Program and
Number of Evaluation Forms Required:
GRE or GMAT is required for Residential applicants only. TOEFL and TWE are also required for all international applicants whose native language is not English.
Additional application for admission is required by program
Graduate Catalog Description
For detailed information, contact Admissions Coordinator, Department of Health Services Administration, UAB School of Health Professions, Webb 506, 1530 3rd Avenue South, Birmingham, AL 35294-3361.
or the UAB Graduate School of Management (MBA Program), BEC 203, 1530 3rd Avenue South, Birmingham, Alabama 35294-4460.
Executive M.S.H.A. Program
Qualified students can earn the Master of Science in Health Administration (M.S.H.A.) by completing the executive program. This program is open to those with at least 5 years of experience in health care organizations, either as managers or as clinical professionals. Participants in the Executive M.S.H.A. program complete both on-campus and distance-learning activities, and a brief field experience, within 2 years of study.
For detailed information, contact Admissions Coordinator, Department of Health Services Administration, UAB School of Health Professions, Webb 605, 1530 3rd Avenue South, Birmingham, Alabama 35294-3361.
Web http://www.uab.edu/shp/hsa/msha (Click on Executive M.S.H.A.)
Unless otherwise noted, all courses are for 3 semester hours of credit. Course numbers preceded with an asterisk indicate courses that can be repeated for credit, with stated stipulations.
Health Administration (HA)
602. Introduction to Health Care Systems. U.S. health care system. Historical context; systems theory; analysis of organizational components; health services personnel; national, state, and local government roles; financing mechanisms; demography; mortality and morbidity; quality assurance; political issues; and trends in progress. Individual and group projects and field trips (4-credit hours).
605. Health Policy and Politics in the United States. Analysis of policy-making process in the U.S. Reviews interest groups, associations and other forces influencing policy-making, legislative process, and evolution of U.S. health.
606. Operations Management and Process Improvement in Health Services Administration. Presents an overview of operational management and process improvement from the administrative perspective. Provides students with knowledge, skills, and tools including lean/six sigma, to implement, facilitate, and coordinate continuous quality improvement activities in health care environments. At course end students sit for an exam which provides eligibility for a nationally recognized green belt certificate in six sigma.
607. Operations Management in Health Services Administration. Overview of operational management processes from the administrative perspective. Executive MSHA Only
612. Essentials of Health and Human Disease. Essentials of health and human disease related to normal and abnormal physiology.
613. Health Law. This course focuses on equipping MSHA students with a practical knowledge of the American Legal System and how it affects the highly-regulated health care industry. Using case analysis, the course explores selected legal principles, including professional and institutional liability, medical malpractice, medical staff credentialing and privileges, informed consent, medical records, patients’ rights and privacy issues, government regulation of health care facilities, reimbursement, corporate compliance, and health care fraud and abuse. Given the increasingly complex relationship between the delivery of health care services and the law, health care executives must be equipped to recognize potential legal and regulatory issues and to effectively manage those issues also while considering the overall impact of compliance on the cost, quality of, and access to health care services.
614. Process Improvement. Customer-driven process involving team and process thinking and application of statistical tools to way in which work is accomplished. Provides knowledge, skills, and tools necessary to implement, facilitate, and coordinate continuous quality improvement activities in health care environments. Executive MSHA Only
616. Medical Aspects of Emergency and Disaster Management. Biomedical Ethics. Focuses on the examination of various faith traditions, theories, principles and methods that influence reasoning, analysis, and argument in contemporary health care ethics. Investigation of notable cases, the application of Modern Moral Theory, and in depth discourse on current issues in health care ethics (including media) is the cornerstone of the course.
618. Seminar in Health Services Administration. The purpose of this seminar is to meet MSHA students' needs for exposure to issues and processes beyond the traditional didactic component of the curriculum by providing additional exposure to executives and other leaders in health care. It provides an opportunity to reinforce skills, knowledge, and abilities that will be required if students are to effectively transition into their administrative residency and professional health management practice (1-credit hour).
620. Health Care Financial Management I. This course will concentrate on the application of accounting and financial management principles and concepts for decision-making in health care organizations, and will integrate knowledge of these principles to specific problems. Five topics are covered: financial accounting, cost accounting, sources of revenues, budgeting and control, and pricing.
621. Health Care Financial Management II. This course will concentrate on the application of financial management principles and concepts for decision-making in health care organizations, and will integrate knowledge of health care finance to specific problems.
Topics covered include time value of money, investment decision analysis, investment and portfolio risk, cost of capital, risk and return, capital budgeting, and analysis and development of pro forma financial statements. Much of the learning in this course will come from case analyses, interactions with other students, and participation in the classroom discussions.
623. Application of Health Care Finance Concepts. Designed to be a "hands-on" project with an area health care oriented Chief Financial Officer that would be a "real world" application of financial tools and techniques for students.
624. Revenue Cycle Management. This course allows students to understand the impact and process related to the revenue cycle and how it is integrated into the operations of a health care organization.
625. Strategic Planning and Management. Methods for strategic planning and management of health services organizations. Techniques for determining strategies for unique services; integration of strategy, structure, and administrative systems.
628. Leadership Development. Provides tools for the students’ professional development and leadership; directs students’ search for an administrative residency.
631. Organization Theory and Behavior. Introduction to organization theory and behavior with applications to health services organizations. Topics include organization structure, organizational/environmental relationships, organizational performance, power and leadership, attitudes, motivation, communication, and group dynamics.
632. Quantitative Methods in Health Services Administration. Selected mathematical, statistical, and computer applications and statistical techniques applied to decision making in hospitals and health services organizations.
635. Human Resources Management in Health Services Administration. Human resources management issues, including strategic role of employee selection, appraisal, rewards, and development, applications to health care sector, labor relations, and unique aspects of labor law relevant to health care organizations.
640. Information Systems and Management Science in Health Services Administration. Effective use of information and quantitative analysis in clinical care and management decision making in health services organizations. Provides students with sufficient background to communicate effectively with technical personnel and provide general management oversight of information systems within organizations.
644. Seminar: Issues in Ambulatory Care and Medical Group Management. Overview to the field of ambulatory care and physician practice management. Emphasis on outpatient care.
645. Health Economics. Economic analysis applied to health services sector; concepts of efficiency applied to production and distribution of health services, health insurance, government programs, health care personnel and health services organizations; current public policy issues; emphasis on student application of economic principles to health care issues.
671. Health Care Marketing. Introductory survey of marketing concepts as applied to health services organizations. Consumer behavior, market segmentation, target marketing, marketing research, management, and control of marketing mix variables. (Also MBA 671).
672. Health Care Entrepreneurship. Overview of the principle components of health care entrepreneurship, including business planning, raising funds, and the entrepreneurial process. Special attention will be given to developing entrepreneurial activity and promoting innovation in existing health care organizations (intrapreneurial ventures).
675. Health Administration Internship. Provides an experience for MSHA students to become more familiar with a health care organization or the delivery of health care in a different country.
680. Health Administration Capstone. Integrate concepts and methods covered within the MSHA curriculum, application of concepts, principles, and theories that will generate solutions and recommendations for the case study.
690. Administrative Residency. Students enroll in this course during their administrative residency.