A+B. Intro_SJ.1 - University of Maryland University College

HCAD 680 Special Topics in Health Care
Administration (3)
(Formerly ADMN 679.) Prerequisites: HCAD 650 and e i t h e r
ADMN 630 or ADMN 631. This course is designed to provide
students an opportunity to analyze, in depth, current and relevant
topics impacting the rapidly evolving health care system.
During this exploration of health care administration content
areas, students will be expected to draw upon and incorporate
previous general management and health care administration
subject material. Specific topics to be further examined include
ethics, managed care, intra- and entrepreneurship, health care
marketing, the use of technology, psychosocial behavioral issues
as they relate to health care administration, and other industryrelevant
topics as determined by the faculty member.
HCAD 690 Capstone Course for Health Care
Administration (3)
Prerequisite: Completion of 30 credits. This course allows health
care administration degree students the opportunity to integrate
p revious core and specialized health care administration graduatelevel
courses in the development of a systems approach to health
care administration. Focused on public and private health care
delivery systems, the course will emphasize the future of health
care, strategic decision making in the health care industry, and
alliances with internal and external environments. From a global
p e r s p e c t i ve, students will employ health care industry cases, exe r -
cises, and business plans to demonstrate their competencies for
health care administration now and in the future.
IMAN 601 Strategic Management in a
Global Environment (3)
A framework is developed for analyzing the competitive structure
of industries, for ascertaining the direction of industry
change, and for formulating strategy within an international
context. Theories of competition and competitive strategy and
methodologies of strategy planning and analysis relevant to the
major national and regional business environments are examined.
Organizational and functional issues are discussed, including
transnational company structures, the role of marketing,
finance, trade, technology innovation, and the public-private
interface in the formulation of firm strategy.
IMAN 605 Intercultural Communication and Leadership (3)
Leadership and communication skills are essential for all managers,
and applying these skills in an intercultural context is critical
for managers operating in a global economy. This course
focuses on leadership and decision making as well as organizational
communications in a global intercultural environment.
Theories of culture are examined and applied as they affect leadership
style and practices as well as organizational communication
across cultural groups. Team development and leadership
will also be explored in an intercultural environment.
IMAN 610 Economics in a Global Context (3)
Prerequisite: Knowledge of materials covered in UCSP 621,
including inflation, unemployment, recession, supply and
demand, opportunity costs, comparative advantage, economic
efficiency, and the time value of money. Managers need a working
knowledge of key economic principles and concepts to fully
appreciate the issues they face in the globalizing world economy.
This course is intended to be an economics refresher, enabling
managers both to understand the complexities of the marketplace
and to appreciate the implications of their decisions. From
a problem-oriented perspective, students will examine how market
structure (competitive to monopolistic) is an important
determinant of market outcome and how economic systems
(open-market to closed-protected economies) affect economic
outcomes. Such economic concepts as scarcity, opportunity cost,
price and income elasticities, income distribution, market failures,
role of government, unemployment, inflation, monetary
and fiscal policy, comparative advantage, barriers to trade, exchange
rates, and the balance of payments will be examined.
IMAN 615 Foreign Investment and Strategic Alliances (3)
An in-depth treatment of the more complex business strategies
and transactions for conducting and expanding transnational
business operations is offered. Tools of analysis include environmental
scanning, stakeholder analysis, and methods for evaluating
and managing a variety of strategies in an organizational and
transactional context. The topics discussed include direct foreign
investment, foreign subsidiary acquisition, technology transfer
arrangements, licensing, franchising, joint ventures, and various
types of strategic alliances and partnerships between companies
based in different countries.
w w w. u m u c . e d u / g r a d
Un i versity of Ma r yland Un i versity College | 133 |