50 courses with the subject HCMG, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
HCMG 0001In Introduction to Health Economics, you will explore the
application of economic principles to the health care sector. The course emphasizes the importance of scarcity and incentives in guiding the decision and interactions of key players, including care providers, payers, patients and producers. Course content highlights the critical economic issues in producing, delivering, and financing health care. Through video lectures, synchronous class meetings and discussions with your peers, you will learn to analyze determinants of demand for medical care, the unique role of physicians in resource allocation, the role of health insurance, and competition in medical care markets. The course focuses on the US health care context, but the economic principles applied are relevant to a range of systems. 0.5 Course Units
HCMG 2020The Economics and Financing of Health Care Delivery
The course provides an application of economic models to demand, supply, and their interaction in the medical economy. Influences on demand, especially health status, insurance coverage, and income will be analyzed. Physician decisions on the pricing and form of their own services, and on the advice they offer about other services, will be considered. Competition in medical care markets, especially for hospital services, will be studied. Special emphasis will be placed on government as demander of medical care services. Changes in Medicare and regulation of managed care are among the public policy issues to be addressed. Prerequisite: If course requirement not met, permission of instructor required.
This course examines the structure of health care systems in different countries, focusing on financing, reimbursement, delivery systems and adoption of new technologies. We study the relative roles of private sector and public sector insurance and providers, and the effect of system design on cost, quality, efficiency and equity of medical services. Some issues we address are normative: Which systems and which public/private sector mixes are better at achieving efficiency and equity? Other issues are positive: How do these different systems deal with tough choices, such as decisions about new technologies? Our main focus is on the systems in four large, prototypical OECD countries--Germany, Canada, Japan, and the United Kingdom--and then look at other countries with interesting systems- including Italy, Chile, Singapore, Brazil, China and India. We draw lessons for the U.S. from foreign experience and vice versa.
The nature of the healthcare industry presents a unique set of managerial challenges. The health care workforce operates in a complex, fast- paced, uncertain, and interdependent environment. Power dynamics, hierarchy, and specialization make coordination particularly difficult in this setting. The course will provide students with frameworks and tools from management science tailored to the health care setting. At the end of course, students will: (1) be able to apply evidence-based management principles to health care contexts and (2) have practical skills for leading managing, and thriving in health care. 1 Course Unit
HCMG 3490The Structure & Functions of a Modern Health Plan
Health insurance companies serve as crucial intermediaries in the healthcare ecosystem, managing financial risk, facilitating care delivery, and coordinating services among various stakeholders. Their effectiveness in these roles fundamentally shapes healthcare access, quality, and affordability for millions of Americans. This course provides a comprehensive examination of health insurance operations through the lens of data and analytics. Students will explore how modern health plans leverage data across all aspects of their business - from clinical services and operations to provider partnerships and regulatory compliance. The course emphasizes the increasingly central role of data analytics, machine learning, and artificial intelligence in driving strategic decisions, improving operational efficiency, and enhancing member outcomes.
HCMG 3520Health Services Delivery: A Managerial Economic Approach
The purpose of this course is to apply economics to an analysis of the health care industry, with special emphasis on the unique characteristics of the US healthcare markets, from pre-hospital to post-acute care. This course focuses on salient economic features of health care delivery, including: the role of nonprofit providers, the effects of regulation and antitrust activity on hospitals, the degree of input substitutability within hospitals, the nature of competition in home health care, public versus private provision of emergency medical services, the effect of specialty hospitals and ambulatory surgery centers, the economics of direct-to-consumer advertising and its effect on drug safety, defining and improving medical performance in hospitals, specialization and investment in physical and human capital, and shifting of services between inpatient and outpatient settings and its effect on health care costs and quality.
HCMG 3530Medical Technology: Markets, Policy, and Strategy
Medical technology represents a $500 billion global market that sits at the intersection of engineering, medicine, and business. This course provides a comprehensive examination of the economic forces and business strategies that drive this dynamic industry. We explore how medical devices move from innovation through commercialization, analyzing the unique market structures and economic incentives that shape success and failure. The medical technology sector operates under , distinctive constraints that differentiate it from other healthcare markets. Each innovation must navigate complex regulatory requirements, demonstrate value to multiple stakeholders, and develop sustainable business models within healthcare delivery systems. Through this course, students will gain insight into how companies evaluate market opportunities, develop pricing strategies, and build evidence to support technology adoption. A central focus will be understanding the economic relationships between key players: device manufacturers, healthcare providers, insurers, regulators, and patients. We examine how payment systems influence technology development, how market dynamics affect innovation incentives, and how successful companies build competitive advantages. Special attention is given to emerging technologies and new business models that are reshaping traditional medical device markets. Through case studies drawn from real market experiences and and hands-on analyses, students will develop practical frameworks for evaluating medical technology opportunities and understanding this vital sector of the healthcare economy.
Health care data creates unparalleled opportunities to save lives, improve health, strengthen the health care workforce, reduce costs, and increase efficiency. But it also presents a unique set of challenges ranging from privacy to data consistency. In this course, we begin by surveying the health care data landscape and then turn to how to use this rich data to better manage care and organizations. We will refine the art of asking good questions and gain first-hand experience applying analytics to answer them. We will also examine innovative businesses focused on health care data and analytics. At the end of this course, students will: (1 Understand the topography of the health care data landscape, (2) Have the skills necessary to be thoughtful consumers of evidence on health care, (3) Be able to use data and analytics to improve care and health care management, and (4) Anticipate business opportunities in health care data and analytics.
This course equips students with the frameworks, tools, and mindsets needed to identify opportunities, design and build solutions, and launch ventures in one of the most complex, rewarding, and impactful sectors of the economy: healthcare. Through a blend of lecture, case studies, founder stories, and hands-on project work, students will explore the full entrepreneurial lifecycle in healthcare: from understanding the big picture, identifying unmet needs and validating solutions, to navigating regulatory and reimbursement landscapes, to raising money, hiring teams, building products, going to market, learning and adapting, and scaling. This course will draw on examples from new models of care delivery, digital health, and population health management and will emphasize the realities of starting and scaling ventures in regulated markets with multiple stakeholders and strong incumbents. Guest speakers from across the healthcare ecosystem–founders, venture capitalists, lawyers, and stakeholder executives–will connect classroom concepts to real-world experience. Students will form teams to develop their own healthcare venture idea, advance it through iterative stages of validation and present their concept to [panel of industry leaders and investors] OR [to their classmates who will act as venture capital investors and will allocate “virtual seed money” into the most promising concepts]. By the end of the course, students will be able to: 1. Identify and validate unmet needs in the healthcare market 2. Develop business models that align with payor, provider, employer, and/or patients needs and incentives 3. Be able to write a business plan that communicates the value proposition 4. Navigate the regulatory and reimbursement systems strategically 5. Secure financing and partnerships to be able to launch a healthcare venture 6. Determine if being a healthcare entrepreneur is something they want to do by interacting with and learning from healthcare founders
HCMG 6530Health Care Management Field Application Project
This course focuses on leadership and management issues in health care organizations while providing students with a practice setting to examine and develop their own management skills. Each team acts as a consultant to a healthcare organization which has submitted a project proposal to the course. The teams define the issue and negotiate a contract with the client organization. By the end of the semester, teams present assessments and recommendations for action to their clients and share their experience and key lessons learned in a final presentation ) to their classmates.
Health care operations focuses on how managers design and run care delivery systems in environments characterized by high uncertainty, complex processes, and significant human and financial stakes. This course examines the distinctive operational challenges of health care, including variability in patient demand and acuity, patient flow and wait times, capacity and resource constraints, workforce design and staffing, and supply chain management. Using core operations management frameworks—such as process analysis, queueing, and capacity planning—students will learn to diagnose operational problems and evaluate tradeoffs among quality, access, cost, and workforce sustainability. The course applies these tools to a range of settings, including ambulatory care, hospitals, emergency services, among others. The will course emphasizes managerial decision-making rather than technical optimization, with learning driven by cases, applied analyses, and class discussion. By the end of the course, students will be equipped to assess and improve health care delivery operations and to contribute effectively to operational design and improvement initiatives in health care organizations. Also Offered As: OIDD 6650 0.5 Course Units
This course, co-taught with Brad Fluegel (former Chief Strategy Officer at Aetna, Anthem, and Walgreens and presently on the boards of several health care firms, including Fitbit and Premera Blue Cross), provides an overview of the challenges facing payers and providers in US healthcare as well as the strategies they use (or should use) to succeed. We cover all major aspects of the healthcare sector as seen from the perspective of payers and providers, starting from their core products and services (consumer preferences and health plan design, provider quality), the market environment they operate in (regulation and the role of public insurers, payment reforms, rising costs, and consolidation), and their strategic and operational responses (new organization models, mergers and acquisitions, and new ventures). The pedagogy is accordingly a mix of faculty lectures and talks by senior industry leaders to balance theory and practice.
The purpose of this course is to provide students with an understanding of how decisions and policy are really made in Washington. Through six case studies, the course will explore modern American policy debates, politics and institutional dynamics, with a particular focus on the personalities, motivations, and ambitions of elected leaders. The role of interest groups, think tanks and media will also be examined. The course will use Socratic-style lectures, class discussions, and weekly class speakers to explore these issues. In the final weeks of the course, students working in groups of politically-like-minded colleagues will be tasked with crafting comprehensive, politically realistic policy proposals to reduce poverty, restore American democracy and deal with economic and military challenges posed by China. Enrollment is by permission of the instructor. Students must have familiarity with, and interest in, modern American history, politics and government. Also Offered As: LGST 8480 1 Course Unit
HCMG 8520Health Services Delivery: A Managerial Economic Approach
The purpose of this course is to apply economics to an analysis of the health care industry, with special emphasis on the unique characteristics of the US healthcare markets, from pre-hospital to post-acute care. This course focuses on salient economic features of health care delivery, including: the role of nonprofit providers, the effects of regulation and antitrust activity on hospitals, the degree of input substitutability within hospitals, the nature of competition in home health care, public versus private provision of emergency medical services, the effect of specialty hospitals and ambulatory surgery centers, defining and improving medical performance in hospitals, specialization and investment in physical and human capital, shifting of services between inpatient and outpatient settings and its effect on health care costs and quality, and innovation in primary care from retail clinics to patient-centered medical homes and retainer-based medicine.
HCMG 8550Management of Health Care for the Elderly
This half-credit course is designed to provide students with an appreciation of the good, the bad and the ugly of how our current health care system cares for one of our nation's most precious resources - our seniors! This course will review care provided to seniors within a variety of institutional settings (hospitals, nursing facilities, various senior housing levels) as well as outpatient and home care services. Special attention will be paid to nursing homes and senior housing options and their past, present and future role within the overall health care system in the United States. The course will start with an overview of the senior population with special attention to their health and social needs. Several classes will be held off campus at selected nursing facilities and senior housing complexes. In addition, a broad range of special programs and services will be reviewed such as sub-acute care, long term care insurance, Medicare Risk Programs, elderly housing, adult day care, managed care, Medicare Part D, case management, hospice and other recent developments. Throughout the course, emphasis will be placed on entrepreneurial opportunities to serve the senior market at all levels. Students are required to produce a paper for this course that focuses on a specific area impacting the senior market. This is a wonderful opportunity for students to select an area of personal interest and conduct an in depth review of that area including making direct contact with national experts within the topic selected. All student topics must be approved during the first two weeks of class and the depth of research required agreed upon by the by the student and the instructor. Interested students not in the HCMG major are urged to speak to the instructor before enrolling in the course.
Health care data creates unparalleled opportunities to save lives, improve health, strengthen the health care workforce, reduce costs, and increase efficiency. But it also presents a unique set of challenges ranging from privacy to data consistency. In this course, we begin by surveying the health care data landscape and then turn to how to use this rich data to better manage care and organizations. We will refine the art of asking good questions and gain first-hand experience applying analytics to answer them. We will also examine innovative businesses focused on health care data and analytics. At the end of this course, students will: (1) Understand the topography of the health care data landscape, (2) Have the skills necessary to be thoughtful consumers of evidence on health care, (3) Be able to use data and analytics to improve care and health care management, and (4) Anticipate business opportunities in health care data and analytics.
HCMG 8580Health AI: Strategy, Design, and Execution
Artificial intelligence (AI) is promising to revolutionize healthcare, offering unprecedented opportunities to develop new treatments and diagnostic tools, reduce costs, and transform care delivery. However, successfully applying AI in the complex healthcare ecosystem requires not only technical expertise but also a clear understanding of clinical, operational, and strategic context. Healthcare leaders must grasp not only the potential of AI but also its limitations, ethical implications, and operational challenges. This course invites students to explore these issues, equipping them with the tools to think strategically and methodically about the role of AI in the healthcare. This is a practical course that emphasizes what can be achieved today and how to navigate real-world implementation challenges. By focusing on the realities of applying AI on the ground—technical hurdles, clinician collaboration, and organizational readiness—students will develop a nuanced and pragmatic understanding of how to leverage AI to drive concrete impact in healthcare organizations. Through a combination of lectures, case studies, and guest speakers, students will explore the full lifecycle of healthcare AI projects. Topics include evaluating AI use cases, navigating technical and clinical implementation challenges, and designing a roadmap for scaling AI within an organization. The course also addresses broader considerations such as bias and equity, intellectual property, and regulation in healthcare AI. Students will gain practical, hands- on experience by analyzing real-world case studies and engaging in discussions with leaders in healthcare and AI. By the end of the course, participants will be prepared to (1) critically assess AI opportunities, (2) collaborate effectively with technical and clinical teams, and (3) develop strategies for implementing AI solutions that create measurable value in healthcare.
This course examines the structure of health care systems in different countries, focusing on financing, reimbursement, delivery systems and adoption of new technologies. We study the relative roles of private sector and public sector insurance and providers, and the effect of system design on cost, quality, efficiency and equity of medical services. Some issues we address are normative: Which systems and which public/private sector mixes are better at achieving efficiency and equity? Other issues are positive: How do these different systems deal with the tough choices, such as decisions about new technologies? Our focus first on the systems in four large, prototypical OECD countries- Germany, Canada, Japan, and the United Kingdom -and then look at other developed and emerging countries with interesting systems - including Italy, Chile, Singapore, Brazil, China and India. We will draw lessons for the U.S. from foreign experience and vice versa.
This course aims to improve enrollees' ability to effectively manage and lead health care organizations (HCOs, including hospitals, medical groups, insurers, biopharmaceutical firms, etc.). The course is designed to integrate previous course work in general managment, health care, and health policy to further participants' understanding of organizational, managerial, and strategic issues facing HCOs and the health care workforce. The course will provide participants with a foundation for developing, implementing, and analyzing efforts to improve HCOs' performance. A major objective of the course is to sharpen the leadership, problem-solving, and presentation skills of those who aim to hold operational and strategic positions in health care organizations. Another objective is to introduce enrollees to leading HCOs. Through case studies, readings, in-class exercises and class discussions, particpants will learn analytic frameworks, concepts, tools and skills necessary for leading and managing organizational learning, quality improvement, innovation, and overall performance in HCOs.
HCMG 8660The Digital Transformation of Health Care
Healthcare is in the early stages of extraordinary change in the business model of care delivery and financing. This transformation will lead to a system based on the proactive management of health, integration of care across the continuum, blurred boundaries between care providers and purchasers and the placement of the consumer at the center. As has been the case in other industries, this new business model will be based on a foundation of diverse, potent, and well implemented information technology. This course will help prepare students to lead a digital health future. Specifically, the course will cover three major areas. (1)The context of health care information technology: the size, composition and evolution of the digital health market; federal government agencies, and related regulations, that shape the market; leadership roles and factors that enable healthcare organizations to effectively implement and leverage information technology. (2)Emerging technologies that will fuel the transformation of healthcare: artificial intelligence and advanced analytics; interoperability; telehealth; consumer-directed digital health; use of behavioral economics to influence patient and provider decisions. (3)Digital health use by specific sectors of the healthcare industry: healthcare providers; health plans; retail-based primary care; life sciences; wellness and chronic disease management. The course will include lectures from industry leaders who will share their ideas and experiences.
The WEMBA leadership will work with the department to ensure enough courses are offered each year to allow students to complete the concentration. To broaden availability of the courses, some of them may be offered as modular courses during Block Weeks and some may be offered online through the Global cohort schedule. Dr. Stephen Sammut will serve as the advisor for the students in the HCM concentration.
This half-credit course will provide an overview of the behavioral health care landscape. There are three modules: (1) delivery, e.g., deinstitutionalization, the provider shortage, collaborative care; (2) financing, e.g., managed care, the shift to value-based care; and (3) recen trends, e.g., digital health, venture capital. Each module will include a guest lecturer with industry expertise.
The vast majority of new healthcare services companies fail, while a very small minority scale nationally, reaching their potential to serve patients and impact the healthcare system. The companies that defy the odds serve an important function in advancing our healthcare system: addressing unmet social and medical needs; bringing innovation in clinical models, technology, or service models; building workplaces that are more attractive for employees; and/or inspiring incumbent organizations to evolve their models. This course follows the process of designing, launching and scaling value-oriented healthcare services companies – i.e., companies that aspire to advance the triple aim of healthcare (improving quality, experience and total cost of care). The course has a particular focus on assessing which NewCo ideas will be viable, designing of the clinical and economic models, partnering with providers (primary care, specialists and hospitals) and payers, building strong teams and culture, attracting capital, and ensuring long- term economic viability. We will follow the perspective of a practitioner, leveraging real-world examples and case studies, including guest speakers who share current experiences. The course is directly relevant to students contemplating building or joining early-stage healthcare services companies; and, the course is also designed to be relevant to students who will be in roles that interact with these types of companies throughout their careers (e.g., as investors, consultants, investment bankers, hospital executives, health plan executives).
The biotechnology (biotech) industry is one of the most capital-intensive segments of the health care industry. The actual cost to bring a drug from the research labs to patients is estimated to be in the hundreds of millions of dollars, and yet only 10% of all drugs that enter human testing are ever approved, often failing due safety issues or lackluster efficacy. Therefore, when you factor in the cost of these drug failures, the cost to get a drug approved can reach into the billions. And that’s not even considering the cost to market the drug once approved. Despite these inherent clinical and commercial risks coupled with the high costs of developing and marketing a drug, there was over $500 billion of equity capital invested into biotech companies over the past 10 years signaling a robust market where returns are disproportionate to risk. This course will explore funding these risky biotech ventures from two perspectives: the biotech CEO (primary focus of the course) and the biotech investor (secondary focus of the course). Students will learn about the various ways biotech companies are capitalized (e.g., equity, convertible/structured debt, licensing partnerships, clinical trial financing, royalty monetization, etc.) and the tradeoffs a biotech CEO considers when deciding which options to pursue at various stages of the company’s evolution. We will also explore first-hand how the biotech investor thinks about the firm’s capital structure when deciding to make an equity investment as well as understand the quantitative (e.g., market & competitive assessments, total financing needs of the firm, NPV) and qualitative (e.g., physician’s proclivity to prescribe, strength of management, etc.) diligence the biotech investor performs prior to making an investment. For the final project, students will analyze the t capital requirements for a biotech company and make recommendations based on the financing options available to the firm. Through readings, lectures, case studies, guest speakers, and a final project, students will learn concepts and analytical frameworks and acquire the tools and skills necessary to make important financing decisions as a biotech CEO. 0.5 Course Units
In the second year of the Executive MBA program, students embark on a required Global Business Week in a country facing business challenges of interest. During this intensive week of corporate visits and lectures, students engage with senior management to discuss topics relevant to the region. Following the trip, they have the opportunity to reflect on th insights gained from the experience and present their findings. Also Offered As: BEPP 8950 0.5 Course Units
or HCMG 8980 Global Modular Course *HCMG 8410 is a required course (as it is in the HCM MBA major) and will be offered on both coasts. 2 CUs will be available from the following elective courses: 2026-27 Catalog | Generated 08/03/26
HCMG 9010Proseminar in Health Economics: Health Econometrics
This course will cover empirical methods used in economics research with an emphasis on applications in health care and public economics. The methods covered include linear regression, matching, panel data models, instumental variables, regression discontinuity, bunching, qualitative and limited dependent variable models, count data, quantile regressions, and duration models. the discussion will be a mix of theory and application, with emphasis on the latter. The readings consist of a blend of classic and recent methodological and empirical papers in economics. Course requirements include several problem sets, paper presentations, an econometric analysis project and a final exam. The course is open to doctoral students from departments other than Health Care Management with permission from the instructor.
This course applies basic economic concepts to analyze the health care market and evaluate health policies. The course begins with a discussion of productivity in health care and of the theoretical and empirical effects of asymmetric information and market failure. The second part of the course explores several topic areas in the health care economics literature: health insurance and the labor market; health policy interventions; and health as human capital. The third part of the course examines competition and the behavior of health care providers, with emphasis on the impact of policy on competition, behavior, and finally, bringing us full circle, health care productivity.
HCMG 9051BHealth Care Management PhD Research Seminar
Graduate research seminar for doctoral students in health care management. The goal of this seminar is to develop doctoral students' research and presentation skills. Presenting students will receive feedback on their research in progress and their presentation skills. Discussions of student presentations will develop doctoral students' understanding of the research process and give them an opportunity to learn about and develop their presentation skills. Other doctoral students interested in health economics and health care management are encouraged to attend. HCMG 9051 must be taken prior to HCMG 9052. Two Term Class, Student must enter first term; credit given after both terms are complete 0.25 Course Units
HCMG 9052AHealth Care Management PhD Research Seminar
Graduate research seminar for doctoral students in health care management. The goal of this seminar is to develop doctoral students' research and presentation skills. Presenting students will receive feedback on their research in progress and their presentation skills. Discussions of student presentations will develop doctoral students' understanding of the research process and give them an opportunity to learn about and develop their presentation skills. Other doctoral students interested in health economics and health care management are encouraged to attend. HCMG 9051 must be taken prior to HCMG 9052. Two Term Class, Student must enter first term; credit given after both terms are complete 0.25 Course Units
HCMG 9052BHealth Care Management PhD Research Seminar
Graduate research seminar for doctoral students in health care management. The goal of this seminar is to develop doctoral students' research and presentation skills. Presenting students will receive feedback on their research in progress and their presentation skills. Discussions of student presentations will develop doctoral students' understanding of the research process and give them an opportunity to learn about and develop their presentation skills. Other doctoral students interested in health economics and health care management are encouraged to attend. HCMG 9051 must be taken prior to HCMG 9052. Two Term Class, Student must enter first term; credit given after both terms are complete 0.25 Course Units
