This document summarizes an information session for a Master's in the Leadership of Healthcare Organizations program. It provides details about the program directors, administration, current students, program objectives, competencies, careers, curriculum, pace of study options, capstone project, and scholarship opportunities. The program is designed to prepare students to assume leadership roles in healthcare organizations by addressing industry challenges and implementing changes to improve processes and patient care.

1. INFORMATION SESSION
Fall 2017
Master in the Leadership of Healthcare Organizations

2. LHCO PROGRAM DIRECTORS
• Program Director
• Professor and Chief, Division of
Health Policy, Dept. of Family
Medicine & Public Health, UC
San Diego School of Medicine
Todd Gilmer, PhD
• Associate Program Director
• Professor of Practice,
LHCO program
Robert H. Kaplan, PhD

3. LHCO UC SAN DIEGO EXTENSION ADMINISTRATION
Hugo Villar
Associate Dean of Professional and Continuing Education, UC San Diego Extension
Maureen Eijsermans
Director, Graduate Degree Programs
Jessica Nguyen
Graduate Coordinator, MAS in the Leadership of Healthcare Organizations
Jan Keane
Marketing Manager, Graduate Degree Programs
Zarin Shaghaghi
Academic Services Specialist, Graduate Degree Programs

4. CURRENT STUDENTS & ALUMNI
Bobbi Rossiter
Summer 2017
Graduate
Mandy Benesh
Began Fall 2016
Tony Thurber
Fall 2017 Graduate

5. MAS PROGRAM OBJECTIVES
1
• Assuming leadership responsibility in a healthcare
organization
2
• Articulating and addressing complex (business)
challenges facing the healthcare industry
3
• Conceiving and implementing productive changes in
healthcare organizations, especially related to process
improvement and quality of patient care

6. PROGRAM COMPETENCIES CAREERS
Professional
Competencies
Personal Leadership
Organizational
Leadership
Framing/explaining
industry challenges
Develop Personal
Curiosity and Passion

7. EXAMPLES OF POSTGRADUATE
Assistant Hospital Administrator
• Direct, manage and control medical center based operational activities and identify,
implement and evaluate best practices.
Nursing Director
• Oversee inpatient units and be responsible for financial, clinical, quality, and operations.
Clinical Informatics Executive
• Facilitate the development and implementation of clinical process redesign and information
flow as it relates to the hospital.
Customer Advocate
• Communicate product investigation outcomes/closure to customers
Project Manager
• Manage timelines, budget, and risks for projects, and provide accurate reporting.
Director of a Healthcare Unit
• Responsible for overall operational activities, business processes and policies.
Assistant Medical Group Administrator
• Responsible for clinical strategic goals and education.

8. LHCO PROGRAM CURRICULUM
Total of 42 units
required
2 units of
Professional Development
Seminar: Mentorship &
Assessment
4 units for the Capstone
Course
22 units of
Additional Required Courses
14 units of Process
Improvement Courses
(to prepare for Six Sigma Level 1
Exam)

9. LHCO PROGRAM OVERVIEW

10. THE THREE PACE OF STUDY OPTIONS
4-Quarter
Pace:
$32,900 total
program cost
12-14 units per
quarter
4 days per
week
2-Year Pace:
$33,300 total
program cost
6-8 units per
quarter
2-3 days per
week
3-Year Pace:
$35,500 total
program cost
4-6 units per
quarter
1-2 days per
week

11. MERIT SCHOLARSHIP
OPPORTUNITY
Apply at the same time you
submit your application to
the program!
 Open to U.S. Residents/Citizens not
receiving other scholarship, grant or
military benefit support.
 Decision based on your work
experience, leadership, and overall
admissions profile.
 Award: partial tuition support that
continues for duration of program.
 Submit an essay and any supporting
documents detailing your
accomplishments and why you feel
you are deserving of this award (max
500 words, one page).

12. CAPSTONE PROJECT
Cornerstone of the MAS Program
Opportunity to integrate what you have learned in
formal coursework. It is evaluated by the faculty.

13. SAMPLES OF COMPLETED CAPSTONE PROJECTS:
1. Models of Decision Making of New Medical Technology in an Integrated Healthcare Delivery System
2. The Globalization of Healthcare: Reviewing the Effects of a Flattening World on U.S. Healthcare
3. Situational Leadership II: A Prescription for Leadership Success Among Healthcare Managers
4. Shared Medical Decision Making in Military Medicine
5. Predictive Analytics in the Learning Healthcare System
6. Measuring Provider Satisfaction with Group Medical Appointments

14. ARE LEADERS MADE OR BORN?
Are Leaders made or Born ?
A young lady was taken to dinner one evening by Gladstone and the following
evening by Disraeli. Asked what impressions these two celebrated men had
made upon her, she replied, “When I left the dining room after sitting next to
Mr. Gladstone, I thought he was the cleverest man in England. But after sitting
next to Mr. Disraeli, I thought I was the cleverest woman in England.”
Disraeli
Gladstone

15. LEADERSHIP DEFINED
Leadership
• Is a process
• Involves Influence
• Occurs within a group context
• Involves goal attainment
Leaders
• Are not above followers
• Are not better than followers
• Rather, an interactive relationship with
followers

16. CURRENT STUDENTS & ALUMNI
Bobbi Rossiter
Summer 2017
Graduate
Mandy Benesh
Began Fall 2016
Tony Thurber
Fall 2017 Graduate

17. QUESTIONS?

18. THANK YOU!
Apply Today!
Winter Application Deadline October 18, 2017