Distinctive Features
The quest for an effective health care delivery system that is responsive to the needs of our people in terms of availability, accessibility, and affordability of services is a continuing concern. The increasing demands of our rapidly expanding population, the growing complexities of health care services, and the challenges of globalization have given rise to the critical need for a new brand of leadership in health care institutions, both in the private and the public health sector. This new leader/manager should be equipped with the appropriate managerial skills in order to be able to properly direct the utilization of resources to achieve economically-productive and socially-oriented objectives of the organization.
Health executives, aware of the need to improve their knowledge and skills, but who cannot afford full-time study leave from their work, clamor for a management development program that can contribute to higher quality performance while at their jobs.
The Master in Business Administration in Health is the response of the Health Unit of the Ateneo Graduate School of Business to this prevailing need.
For health professionals and executives determined to keep pace with the trends and developments in health care management, this program provides an opportunity for professional development and career advancement even as it promotes organizational effectiveness and growth.
Building on over two decades of experience in teaching health care management, from its Master in Hospital Administration in 1978 to its Master in Health Services Administration in 1998, the Health Unit of the Ateneo Graduate School of Business now offers a Master in Business Administration in Health (MBA/H). This degree program offers a new model for training health managers with the breadth of understanding needed to lead this industry into the future. It is enhanced by its students who represent a broad spectrum of health care personnel, including nurses, physicians, and allied health professionals, and by its faculty who are distinguished practitioners, instructors, and researchers.
The Program provides formal professional education to practicing administrators and other health care managers who would like to pursue careers leading to the equivalent positions of Chief Executive Officer (CEO) or Chief Operating Officer (COO) in a wide variety of organizations in the health care system.
After the Program, the graduate is expected to have:
• Adequate preparation for greater administrative and managerial responsibilities beyond the career role of clinician or practitioner in health service institutions
• In-depth knowledge and understanding of the nature and application of the management process in health care settings
• Capacity for reflection and translation of thought into action as leaders in the advocacy of an appropriate health care delivery system
• Capacity for informed decision-making as manifested in improved functional competence in the use of quantitative and qualitative tools and techniques in problem-solving and decision-making in health care organizations
• Enhanced sensitivity to people and group processes, recognizing them as the organization’s vital resources in the achievement of its patient care and client’s objectives
• The ability to connect to the various key players in the sector towards a common vision
• The ability to connect to the various key players in the sector towards a common vision
• A balanced integration of their individual value system, management philosophy, and leadership styles in the performance of their responsibilities as the organization’s chief executive or as middle managers
• A renewed commitment to professionalism and observance of ethical practices in the management of health care organizations, and
• A renewed commitment to professionalism and observance of ethical practices in the management of health care organizations, and
• A better appreciation of the role of the health services organization as a component of the health system in the country’s socio-economic development.
Admission Requirements
To qualify for the MBA in Health Program, a Filipino applicant must have:
1. A bachelor’s degree, preferably in Health from a recognized college or university. Non-Health graduates may also be admitted subject to the decision of the Admission Committee on Appeals.
2. An official transcript of records from the college or university.
3. A general undergraduate average of 85% of B or 2.0
4. Meaningful employment and work experience of at least five (5) years in a middle or upper supervisory position.
5. Satisfactory score in the entrance examination, except medical doctor applicants who are exempted from taking the entrance examination.
6. Fully accomplished online application
7. Interview by the Admission Committee
3. A general undergraduate average of 85% of B or 2.0
4. Meaningful employment and work experience of at least five (5) years in a middle or upper supervisory position.
5. Satisfactory score in the entrance examination, except medical doctor applicants who are exempted from taking the entrance examination.
6. Fully accomplished online application
7. Interview by the Admission Committee
To qualify for the MBA/H Program, in addition to the above mentioned requirements, a foreign applicant must have:
1. Transcript of records or documents showing academic accomplishments from the country of origin, translated into English and authenticated by the Philippine Embassy or Philippine Consular Office in the country of origin
2. Certificate of degree of equivalency from the education ministry of the country of origin, where necessary and applicable
3. Working English proficiency, both oral and written, and where insufficient, be currently enrolled in an English proficiency course in the Philippines
4. Copy of passport
5. Approved student visa or if working in the Philippines, an employment permit issued by the Philippines government
6. Police clearance from the country of origin or from the Philippines if already having been in the country for at least sixty (60) days
4. Copy of passport
5. Approved student visa or if working in the Philippines, an employment permit issued by the Philippines government
6. Police clearance from the country of origin or from the Philippines if already having been in the country for at least sixty (60) days
7. Affidavit of support and financial capacity
8. Alien Certificate of Registration
8. Alien Certificate of Registration
9. Certificate of employment
The MBA in Health Program Curriculum
1. General Description
a. The MBA in Health is offered on a trimestral basis. Class work is one (1) day a week (Saturdays) with two courses of three hours each per session for fourteen (14) sessions per trimester.
b. The program is completed in seven (7) consecutive trimesters or a total of twenty eight (28) months. Students with a fixed load of six (6) units per trimester are able to complete the academic requirements within this period. Students who develop their strategic management paper early during their course work can graduate by the last (7th) trimester.
c. The maximum load per trimester is two (2) courses. Additional load requires approval from the Registrar.
d. The MBA Health Program consists of the following courses:
Core Courses 18 units
Major Courses in Management 15 units
Electives 6 unitsIntegrating Course 3 unitsTotal 42 units
Major Courses in Management 15 units
Electives 6 unitsIntegrating Course 3 unitsTotal 42 units
e. The required health care core courses serve as foundation and context by which the student is challenged to understand and apply the structure and operation of health care systems. The major MBA courses give the student a solid mastery of management fundamentals.
f. Attendance in all courses is required. Absence from class for a total of 20% of sessions per course may be considered as excused absences.
g. Instructional methodology is of graduate level quality. To provide the students with the foundation for professional practice of general management in the health care enterprise, a combination of lectures, workshops, home-reading assignments, case studies, field work, self-learning modules and directed research are used that:
• Provide factual and practical knowledge of the health care field
• Stregthen the student's faculties of analysis, problem-solving, and decision-making
• Challenge the student's initiative and self-discipline
• Encourage independent thought, intensity of purpose, freedom from bias, thoroughness of inquiry, originality and creativity
• Promote group interaction and cooperation, and
• Foster a high sense of professional responsibility.
2. Core Courses| COURSES | CODES | UNITS |
| Principles and Concepts in Health and Development | MHPCHDEV |
3
|
| Managerial Epidemiology | MBEPIDEM | 3 |
| Health, Culture, and Society | MHCULSOC | 3 |
| Social Change and Development | MBSOCDEV | 3 |
| Dynamics of Leadership | MHDYLEAD | 3 |
| Ethics in Health Care | MBETHICS | 3 |
3. Major Courses
| COURSES | CODES | UNITS |
| Principles and Dynamics of Management | MHMANPRI | 3 |
| Human Resource Management | MBHUMRES | 3 |
| Marketing Management | MBMARKMA | 3 |
| Financial Management | MHFINMAN | 3 |
| Operations Management | MHOPEMAN | 3 |
4. Electives
| COURSES | CODES | UNITS |
| (Choose 2) | ||
| Health Communication | MBHECOMM | 3 |
| Health Informatics | MBHINFO | 3 |
| Entrepreneurship | MBENTREP | 3 |
5. Integrative Course
| COURSES | CODES | UNITS |
| Strategic Management | MBSTRAMA | 3 |
The MBA in Health Program Course Sequence
Course Descriptions
1. Core CoursesPrinciples and Concepts in Health and Development (MHPCHDEV)
The course is the cornerstone of the health care management curriculum that orients and anchors the program by exploring the health care system in terms of (1) the organizations, actors, resources, and processes that constitute the structure and operations of the health care system, (2) the forces responsible for shaping it, and (3) the policies that influence its performance and will likely determine its future. Given the complexity and dynamism of the health care environment, an understanding of these issues is essential for effective management of health care organizations. Without it, organizations must react defensively to environmental forces; with it, they can act strategically to anticipate those forces and potential shifts in public policy.
The course draws upon multiple perspectives, including economics, finance, political science, sociology, management science, psychology, medicine, public health, epidemiology, public policy, and ethics.
This course provides analysis and discussion of the context of education health care management as it relates to, and impacts on, the health of beneficiaries. It also presents current programs, policies, and issues in health and development.
The course draws upon multiple perspectives, including economics, finance, political science, sociology, management science, psychology, medicine, public health, epidemiology, public policy, and ethics.
This course provides analysis and discussion of the context of education health care management as it relates to, and impacts on, the health of beneficiaries. It also presents current programs, policies, and issues in health and development.
Managerial Epidemiology (MBEPIDEM)
The course introduces the use of epidemiology in management decision-making, providing an epidemiological model for the delivery of health care services, methods of measuring need and health, analytic approaches to decision-making when evaluating the impact of health care programs and policies, and applications of epidemiology in specialty areas.
Health, Culture and Society (MHCULSOC)
The course introduces perspectives and research methodologies from the social sciences that can be used in health care. The course emphasizes multi-linkages, from the individual to the community to the nation-state and to the global village. It explores the linkages between the natural environment and socio-cultural changes as they affect health. Case studies, using specific health problems, are used to introduce the perspective and methodologies.
Social Change and Development (MBSOCDEV)
The course discusses principles of change and development, with particular emphasis on planned change in local communities, LGUs, and health care organizations. It provides tools for creating appropriate environments to effect behavioral change among key players in the health system. Students are expected to develop and implement a change plan for improving identified areas in their local health system.
Dynamics of Leadership (MHDYLEAD)
The course provides theories, models, and applications of leadership in public and private organizations. It enables students to reflect on their leadership vision, values, and behavior as they respond to the challenge of their contexts.
Ethics in Health Care (MBETHICS)
The course provides concepts and principles of ethics and a moral reasoning framework that will enable students to understand and appreciate ethical dilemmas confronting health professionals in organizations and communities. It provides health care managers with guidance in preventing and solving managerial and biomedical ethical problems; suggests substantive ethical principles and procedural methodologies by which managers can understand, analyze, and resolve ethical problems; and encourages and helps managers to develop a personal ethic to guide their practice.
2. Major Courses
Principles and Dynamics of Management in Health (MHMANPRI)
The course provides an understanding of the role of management and the analytical tools to competently cope with the challenges facing today’s management. It is designed to familiarize students with accepted management standards, procedures, and techniques employed by corporate, business, and functional level managers.
Human Resource Management (MBHUMRES)
The course emphasizes the alignment of Human Resource Management practices and programs with the goals and strategies and values of the organization. It presents tools for analyzing strategic alignment and provides a fresh perspective on the role of HR and its function as change agent, and how in partnership with top management, one of the most critical sources of sustainable competitive advantage - an organization whose design, culture, and people are aligned with strategy and values - can be built.
Marketing Management (MBMARKMA)
The course provides an in-depth understanding of the essential concepts of marketing and their application to health care. Students gain both theoretical and practical knowledge of marketing tools, such as pricing, promotion, channels, consumer behavior, brand equity, and segmentation. Students build practical applied skills in analyzing marketing problems and developing marketing programs and strategies, with particular attention to health care and its organizational structures, financing, technologies, market demands, laws, and regulations. The course provides an understanding of the marketing in for-profit and non-profit health care organizations, and an appreciation of the role of data collection, analysis, interpretation, and management in marketing decisions.
Financial Management (MHFINMAN)
The course deals with the application of contemporary finance theory to the solution of management problems. Students examine a health care organization from a financial standpoint and develop the analytical framework and tools for making financing and investment decisions.
The course provides a balance between theoretical and practical approaches to the financing of health services and the financial management of health care institutions, using hospitals and other health care organizations as examples. Attention is given to cost finding and rate setting, rate regulation, reimbursement, accounting, financial ratio analysis and financial feasibility studies.
Operations Management (MHOPEMAN)The course provides a balance between theoretical and practical approaches to the financing of health services and the financial management of health care institutions, using hospitals and other health care organizations as examples. Attention is given to cost finding and rate setting, rate regulation, reimbursement, accounting, financial ratio analysis and financial feasibility studies.
The course is a study of specific Operations Management (OM) philosophies, concepts, trends, tools, and techniques to highlight the importance of OM in a manufacturing and service organization. It focuses on strategic and tactical issues covering quality management, process management, and supply chain management, among others. While it provides students with technical and quantitative tools, it focuses more on the managerial aspects of operations, as well as on the social and ethical implications of OM decisions.
3. Electives (Choose two courses for electives)Health Communcation (MBHECOMM)
The course covers the study of the processes and effects of communication strategies aimed at informing and influencing individual , organizational, and community decisions that enhance health. The linking of communication and health is increasingly recognized as an important factor in efforts to improve personal and public health. There is a growing assumption that effective communication processes in health communication contexts, such as: 1) health professional-patient relations, 2) individual’s exposure to, search for, and use of health information, 3) individual’s adherence to clinical recommendations and treatment regimens, 4) public health communication campaigns, 5) risk communication, 6) images of health in the mass media and the culture at large, 7) consumer education about how to gain access to the public health and health care systems, and 8) the diffusion of health innovations in organizations help engender positive health outcomes.
Health Informatics (MBHINFO)
The course introduces the concepts and tools in managing technology in health. The management of information has become a key competitive advantage among healthcare enterprises. New technologies such as the Internet and mobile have given rise to new channels of delivery.
The course was developed particularly from a management perspective to provide an overview of health and public health informatics. Key concepts in hospital information systems such as electronic health records and clinical decision support are discussed.
Entrepreneurship (MBENTREP)
The course is designed to inspire and to encourage entrepreneurship, through the examination, discussion, and analysis of contemporary entrepreneurs. It focuses on the principles, concepts, and evaluation techniques used in assessing entrepreneurial capability, resource requirements, and risks for increased likelihood of strategic success.
4. Integrative CourseStrategic Management (MBSTRAMA)
The course serves as the capstone and integrating course of the MBA/H program. It integrates the different aspects of the curriculum by exploring the relationship between the context, content, and process of strategic decision-making in health services organizations. Topics include the formulation and implementation of strategy for a variety of health care organizations, the role of perceptions and values of managerial and clinical decision makers, the effect of societal constraints on health care organizations, and the applicability of business practices from private industry to the health care sector. The course is designed to deepen the understanding of the complexities of management and leadership in health services organizations.
Specific topics in the course include the role and social responsibility of central management, external analysis, development of corporate vision, mission, and objectives, and other strategic management issues. The course allows the students to experience the whole strategic management process in the workshops and classes as well as the strategy paper that is required from each student. The paper is presented and defended.
Specific topics in the course include the role and social responsibility of central management, external analysis, development of corporate vision, mission, and objectives, and other strategic management issues. The course allows the students to experience the whole strategic management process in the workshops and classes as well as the strategy paper that is required from each student. The paper is presented and defended.
Contact Details
Director:Maria Eufemia C. Yap, MD, MSc(899.7691 loc. 2209)
mecyap@gsb.ateneo.edu
Contact Person:
Khrisna Reyes
(899.4589, 899.7691 loc. 2211)
kreyes@gsb.ateneo.edu
Website: http://www.gsbhealthunit.com/
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