Courses

Measure the benefits and costs of health care delivery decisions. Gain spreadsheet skills to build basic analytical models. Understand foundational concepts in financial accounting, managerial accounting, and the time value of money to make well-informed financial decisions in health care environments. Comprehend links
between economic incentives, revenue generation, payment systems, and care delivery models to explain health care system performance.

Course Director: Kyle Anderson, PhD, Clinical Assistant Professor, Program Chair Evening MBA, Kelley School of Business
Email: kyjander@iu.edu
Phone: 317-274-0150
Primary contact for Adds/Drops: Kyle Anderson, kyjander@iu.edu
Home campus: Bloomington/Indianapolis
Type of course: On campus (Indianapolis)

Learning objectives:
By the end of this course, a student will be able to:

• Identify and measure value creation in health care (maps to Evening MBA Learning
  Goal 1 “Foundational Business Knowledge” and SLO 1.3 “Quantify the impact on
  enterprise value of a business decision”)
• Gain basic skills in data analysis using Excel spreadsheets (maps to Evening MBA
  Learning Goal 2 “Analytical Intelligence” and SLO 2.3 “Use analytics to describe
  data, detect patterns, and assess the likelihood of different outcomes”)
• Understand the fundamentals of financial accounting in health care systems and
  managerial accounting in clinical practice (maps to Evening MBA Learning Goal 1
  “Foundational Business Knowledge” and SLO 1.1 “Identify the information required
  to answer management questions”)
• Outline health care delivery models and map revenue generation under different
  payment systems (maps to Evening MBA Learning Goal 3 Strategic and
  Entrepreneurial Effectivness and SLO 3.1 “Envision and recognize new products,
  processes, and services that create value”)
• Evaluate economic tradeoffs of health care decisions (maps to Evening MBA
  Learning Goal 1 “Foundational Business Knowledge” and SLO 1.3 “Quantify the
  impact on enterprise value of a business decision”)
• Comprehend foundational financial analysis and the time value of money
  spreadsheets (maps to Evening MBA Learning Goal 2 “Analytical Intelligence” and
  SLO 2.1 “Determine the data and analytical methods needed to solve a business
  problem”)
• Anticipate individual and organizational responses to economic incentives (maps to
  Evening MBA Learning Goal 2 “Analytical Intelligence” and SLO 2.4 “Interpret and
  communicate conclusions from quantitative analysis”)

Course activities: Live lectures, case studies, video lectures and other online content via Canvas, group projects

Estimated time distribution: Meet in person on the Indianapolis campus 1-2 times per week (6-8 hours per week) for 4 weeks supplemented by online content.

Assessments: Participation in case discussions (25%), the quality of responses to
homework exercises (35%) submitted to the instructor, and performance on an online
final exam (40%) determines the final course grade.

Prerequisites: Scholarly Concentration enrollment
Interprofessional collaboration: None

Apply marketing and operations management principles to understand how to improve patient care. Explore the predictors of service quality and patient satisfaction. Map and understand workflow in clinical environments and identify changes that improve health care outcomes and lower costs. Evaluate the competitive value of patient-centered care strategies.

Course Director: Kyle Anderson, PhD, Clinical Assistant Professor, Program Chair
Evening MBA, Kelley School of Business
Email: kyjander@iu.edu
Phone: 317-274-0150
Primary contact for Adds/Drops: Kyle Anderson, kyjander@iu.edu
Home campus: Bloomington/Indianapolis
Type of course: On campus (Indianapolis)

Learning objectives:
By the end of this course, a student will be able to:

• Leverage behavioral frameworks in marketing to anticipate patient behavior and the predictors of patient satisfaction (Foundational Business Knowledge SLO 1.1, 1.2, 1.3 and 1.4, Strategic and Entrepreneurial Effectiveness SLO 3.3 and 3.4)
• Link workflow and bottlenecks in patient care to clinical performance measures and patient satisfaction (Foundational Business Knowledge SLO 1.1 and 1.3, Analytical Intelligence SLO 2.2.1, 2.2 and 2.3, and Strategic and Entrepreneurial Effectiveness SLO 3.4)
• Use operations management principles to understand how decisions are made, tasks are distributed, resources are employed, and services are delivered in a health care system (Foundational Business Knowledge SLO 1.1, 1.2, 1.3 and 1.4, Strategic and Entrepreneurial Effectiveness SLO 3.3 and 3.4)
• Apply operational and marketing concepts to management of specific clinical environments such as physician offices, surgical suites, emergency departments, and ambulatory care centers (Strategic and Entrepreneurial Effectiveness SLO 3.3 and 3.4)

Course activities: Lectures, readings, and class discussions will be used to deepen and integrate students’ understanding of marketing and operations basic concepts and familiarize them with appropriate analytical tools. Typically, each topic will be examined with a mix of readings, lecture/discussion, case study and exercises. Then, the focus will be on exploring the customer experience (where patients are the customers) and how to improve it with theoretical, methodological and strategic perspective under the following topics:

1. Service quality and patient satisfaction including behavioral economics, service quality, and different tools for measuring patient satisfaction
2. Basic elements of quality improvement and organizational responsibilities related to quality improvement in health care delivery
3. Data analysis for quality improvement, clinical practice guidelines, and future of healthcare quality improvement strategies. Estimated time distribution: Meet in person on the Indianapolis campus 1-2 times per week (6-8 hours per week) for 4 weeks supplemented by online content.

Assessments: Components of the final course grade will come from individual assignments/quizzes (20%) demonstrating knowledge of managing the patient experience, case assignments (30%), in-class discussion contributions (10%) and a final essay/project (40%) that integrates and applies the ideas of the course to a real world situation.

Prerequisites: Scholarly Concentration enrollment
Interprofessional collaboration: None