MHA - Curriculum & Competencies


The MHA degree consists of a minimum of 54 credits for pre-career students, 51 credits for early-career students, and 48 credits for mid-career students. Student status is determined after program entry. Students are classified as pre-career (little or no experience working in the field of healthcare), early career (some experience working in the field of healthcare but little or no management experience) and mid-career (several years’ experience working in the field of healthcare and currently holding a management position in the field).

You should visit your faculty advisor to discuss your program of study before you first register. (Consult Banner to identify your advisor.) Return visits are encouraged, as updating your plan will likely be desirable as you progress through the program.    

The MHA program has the following parts: Core CoursesConcentrations (Hospital Administration, Continuing Care Organization & Administration, Healthcare Finance, Practice ManagementSelf-Directed Concentration), Internships, and Capstone

Core Courses

The program core includes 36 credit hours, as follows:

  • PNH 611 Research Methods Credits: 3
  • PNH 612 Human Resources Credits: 3
  • PNH 614 Organization Theory Credits: 3
  • PNH 630 Health Administration Credits: 3
  • PNH 631 US Health Politics & Policy Credits: 3
  • PNH 632 Health Services Finance Credits: 3
  • PNH 633 Health Economics Credits: 3
  • PNH 634 Healthcare Law & Ethics Credits: 3
  • PNH 636 Healthcare Quality Improvement Credits: 3
  • PNH 640 Marketing Health & Human Services Credits: 3
  • PNH 643 Strategic Management & Planning Credits: 3
  • CIS 665 Clinical Information Systems Credits: 3



Students select one concentration of 9 credit hours. The prerequisites for the concentration courses are PNH 630 and 611, which may be taken concurrently. The choices of concentration are as follows. Students whose past experience or career plans suggest a benefit to customizing this curriculum should consult with their advisor.

Hospital Administration

Hospital Administration

Students concentrating in hospital administration must complete the following three required courses, for a total of 9 credits.

  • PNH 635 Hospital Administration Credits: 3
  • PNH 639 Community Benefit Analysis & Management Credits: 3
  • PNH 646 Managerial Epidemiology Credits: 3

Continuing Care Organization & Administration

Long Term Care Administration

Students concentrating in Continuing Care Organization & Administration must complete the following three required courses.

  • PNH 638 Long Term Care Administration Credits: 3
  • PNH 645 Aging & Society Credits: 3
  • PNH 646 Managerial Epidemiology Credits: 3

Healthcare Finance

Health Finance

Students concentrating in healthcare finance must complete the three following required courses, for a total of 9 credits.

  • PNH 646 Managerial Epidemiology for Health Administrators: 3
  • MBA 611 Contemporary Managerial Accounting: 3
  • MBA 626  Advanced Managerial Finance OR MBA 641 - Business Economics and Strategy: 3

Practice Management


Students concentrating in practice management must complete the following two required courses plus an elective for a total of 9 credits:

  • PNH 637 Practice Management: 3
  • PNH 646 Managerial Epidemiology: 3
  • Elective

Self-directed Concentration

Self Directed Concentration

Students who choose a self-directed concentration must complete:

  • Nine credits selected and pre-approved by their advisor.

Special topics courses (PNH 680) or other graduate-level courses may be substituted for concentration courses with advisor’s permission.


Prerequisites: PNH 630, PNH 611, and one additional core course.

PNH 690 and PNH 691 are required for students with less than 3 years of professional experience. Early and mid-career students may, based on health care management experience, have one or both internships waived.

  • Pre-career students must complete two internships, PNH 690 and PNH 691 (for a total of 6 credits)
  • Early-career students must complete one internship, PNH 690 (3 credits)
  • Mid-career students are not required to complete an internship.

See our internship page for further details.


  • PNH 619 - Management Seminar

This is the capstone course for the MHA program. It may be substituted with PNH 693 – Research Project with the approval of the MHA coordinator and the consent of a faculty advisor to supervise the project.




Community Collaboration 


Align one’s own and the organization’s priorities with the needs and values of the community, including its cultural and ethnocentric values, and efforts to support population health.

Organizational Awareness

Understand and learn the formal and informal decision-making structures and power relationships in an organization or industry, and to predict how new events will affect individuals and groups within the organization.

Relationship & Network Development 

Establish, build, and sustain professional contacts for the purpose of building networks of people with similar goals and that support similar interests.

Professionalism and Ethics


Ethics - demonstration of personal and organizational ethical decision making

Professionalism - plan for continuous professional development, service, and professionalism when addressing community health problems

Management and Leadership

Management and Leadership - demonstrates the ability to vision, develop organizational culture, address organizational change, collaboratively develop plans to address organizational and community health problems


Hold people accountable to standards of performance or ensure compliance by effectively and appropriately using the power of one’s position or personality, with the long-term good of the organization in mind.

Analytical Thinking

Organize the parts of a situation, issue, or problem systematically; make systematic comparisons of different features or aspects; set priorities on a rational basis; and identify time sequences, causal relationships, or if-then relationships.


Use written communications in formal and informal situations to convey meaning, build shared understanding, and productively move agendas forward.

Speaking &


Use spoken communications in formal and informal situations to convey meaning, build shared understanding, and productively move agendas forward.



Understand and use statistical and financial metrics and methods to set goals and measure clinical as well as organizational performance; commit to and deploy evidence-based techniques.

Process & Quality


Analyze and design or improve an organizational process, including incorporating the principles of high reliability, continuous quality improvement, and user-centered design.


Work cooperatively and inclusively with other individuals and/or teams they do not formally lead; working together, as opposed to working separately or competitively.

Impact & Influence

Persuade, convince, influence, or impress others (individuals or groups) in order to get them to go along with or to support one’s opinion or position by understanding others’ interests and motivations, in order to have a specific impact, effect, or impression on them and/or convince them to take a specific course of action.



Accurately hear and understand the unspoken or partly expressed thoughts, feelings, and concerns of others, especially those who may represent diverse backgrounds and very different worldviews.

Talent Development

Build the breadth and depth of the organization’s human capability and professionalism, including supporting top-performing people.

Change Leadership

Energize stakeholders and sustain their commitment to changes in approaches, processes, and strategies.

Information Seeking

Having an underlying curiosity and desire to know more about things, people, and issues, including the desire for knowledge and staying current with health, organizational, industry, and professional trends and developments. This includes pressing for more precise information; resolving discrepancies by asking a series of questions; and scanning for potential opportunities or information that may be of future use, as well as staying current and seeking best practices for adoption.


Approach one’s work in new and breakthrough ways, including applying complex concepts, developing creative new solutions, or adapting previous solutions in promising new ways.

Strategic Orientation

Consider the business, demographic, ethnocultural, political, and regulatory implications of decisions and develop strategies designed to continually improve the long-term success and viability of the organization.

Professional & Social


Demonstrate ethical and sound professional practices, social accountability, and community stewardship.

Financial Skills

Understand and explain financial and accounting information, prepare and manage budgets, and make sound long-term investment decisions.

Human Resource Management

Prepared to implement staff development and other management practices that represent contemporary best practices, comply with legal and regulatory requirements, and optimize the performance of the workforce, including performance assessments, alternative compensation and benefit methods, and the alignment of human resource practices and processes to meet the strategic goals of the organization.

Information Technology Management

See the potential for administrative and clinical technologies to support process and performance improvement.


Have an accurate view of one’s own strengths and development needs, including the impact that one has on others. A willingness to address development needs through reflective, self-directed learning, and by trying new approaches.


Believe in the capability to successfully accomplish one’s own work. This includes confidence in one’s ability as expressed in increasingly challenging circumstances, and confidence in one’s decisions or opinions.


Establishes habits supporting well-being, and creates a work climate supportive of the total health of oneself and others.

Page last modified August 25, 2022