Master of Science in Human Services Management Course
Master of Science in Human Services Management Course Descriptions, Outcomes, & Major Topics Mark Doyle, Program Director, CPSA September 2017 2 HUMAN SERVICES MANAGEMENT M.S. CURRICULUM MAP Gateway courses (HSM500 & RES510) are always taken by cohorts as their inducting experience of the program . These classes will have smaller sizes; will be taught by the Program Chair and our most experienced faculty; and incorporate intake assessments for the program. These courses will be offered , in most cases, every quarter when the program is in full operating mode . MHA527 Health Care Finance (incl. Accounting ) 3SH MBA503 Leadership and Org Behavior 3SH Gateway Courses: First Quarter HSM500 Human Services Mgmt: Prin & Pract 3SH HSM505 Managing Systems and Funding in Human Services
3SH RES510 Research Methodology and Writing 3SH HSM520 Interventions and Direct Services in Human Services 3SH HRM520 Performance Analysis and Measurement 3SH Core Courses: HSM program is a targeted professional graduate program. Nine courses below (taken in Quarters 2-6 of program; 2 per quarter; and 1 in the Summer quarter) can generally be taken in any order, with some requiring more complex prerequisites. Diffe rent cohort groups will be combined in these courses. An elective course provides additional flexibility and an opportunity to specialize. HSM530 Professional Communications in Human Services 3SH RES520 Quantitative and Qualitative Analysis
3SH Elective 3SH LAP693 Seminar in Program Evaluation 3SH HSM589 Human Services Management Laboratory 3SH Capstone Courses: Final Quarter Capstone courses are always taken by cohorts as their culminating experiences of the program . These classes will have smaller sizes; will be taught by the Program Chair and our most experienced faculty; and incorporate exit assessments for the program. These courses will be offered , in most cases, every quarter when the program is in full operating mode . HUMAN SERVICES MANAGEMENT (HSM) HSM 500: PRINCIPLES AND PRACTICES 3 Description: This is a required gateway course for the M.S. program in Human Services Management. This course introduces students to the graduate study of human services management by combining an overview of management practices in the profession with an exploration of the students interest areas within it. Course Level Outcomes Major Topics 1. Analyze the role of managers in human Successful transition from direct service
services organizations in the shaping of professional to managerial role organizational process and compare Qualities of a good manager and contrast key competencies of Role of manager in human service agency managerial and non-managerial roles; Stakeholder satisfaction o Supervising your employees 2. Assess his or her own leadership style Working with boards of directors and plan for successful transition to Managing relationship with unions and advancement in the managerial Managing relationships with trade role; organizations Managing relationships with consultants 3. Discuss services offered, specialties of Managing relationships with government providers, and interrelationships of Managing relationships with volunteers providers and agencies among the Managers as image-makers human services profession at large; HUMAN SERVICES MANAGEMENT (HSM) HMS 500: PRINCIPLES AND PRACTICES Course Level Outcomes 4 Major Topics 4. Assess the various stakeholders of Mentoring the new manager human service organizations and Accountability and assessment of identify key performance indicators organizational effectiveness
(KPIs) for demonstrating accountability Dealing with change to those stakeholders; Diversity of services offered and specialties 5. Summarize the impact that managing of providers external relationships can have on the Types of providers and areas of human operation of human service services: homelessness, intellectual and organizations; developmental disabilities (IDD), alcohol and substance abuse, mental health, 6. Describe the ways in which external aging services, child welfare, forces impact management practices. rehabilitation, etc. Human services regulators Human services funding overview: sources of revenues and major costs Issues unique to each type of providers MASTER OF HEALTH SERVICE ADMINISTRATION (MHA) RES 510: RESEARCH METHODOLOGY AND WRITING THIS IS A REQUIRED UNIVERSAL GATEWAY COURSE. 5 Description: This course reviews the principles of graduate academic writing and introduces students to principles and methods of applied research for social sciences and professional programs. It prepares students to apply writing and research skills to both future coursework in their respective programs and their professional careers. The course emphasizes the research context for decision making, program evaluation, information assessment, and clear communication of findings. Course Level Outcomes Major Topics 1. Compose an academic essay with Principles of academic writing: rules of appropriate uses of languages and language usage; principles of
elements of composition.; composition; stylistics. 2. Identify general concepts and principles of research and methodology in social sciences and professional fields; Using work by others: locating and assessing credibility of information, originality, and avoiding plagiarism. Literature search and review. 3. Identify the uses of and apply research and methodology skills to selected Concepts of measurement, indexes, professional applications, such as scales, typologies and empirical program evaluation and other program relationships. management applications; MASTER OF HEALTH SERVICE ADMINISTRATION (MHA) RES 510: RESEARCH METHODOLOGY AND WRITING THIS IS A REQUIRED UNIVERSAL GATEWAY COURSE. 6 Course Level Outcomes Major Topics 4. Locate credible information and resources, assess accuracy of information, and report findings in a clear and unambiguous way; Quantitative methodology: experiments,
sampling, surveys, working with data sets. 5. Explain how research context informs decision making; 6. Read, gain insight, and develop meaning from published research in the field; Qualitative methodology. Program evaluation. Professional applications of research. Communicating research findings. 7. Develop a research proposal to study a problem unique to their professional field. Developing a research proposal. HUMAN SERVICES MANAGEMENT (HSM) HMS 530: PROFESSIONAL COMMUNICATION IN HUMAN SERVICES 7 Description: This course introduces students to the techniques of effective communication in human services. Students explore oral and written communication skills to make connections with others and provide a means of accomplishing organizational goals. Students discuss strategies for improving communication and resolving conflicts, facilitating both internal and external communication to enhance information exchange. Students also explore the key aspects of persuading others and advocating with elected or appointed officials, donors or potential donors, and community members. Course Level Outcomes Major Topics 1. Assess his or her own personal
Active listening communication style and skills as an Listening for meaning, not just active listener, managing ones content emotional self and storytelling ability Respond to feelings as effective communication techniques Note nonverbal cues in human services; Managing your emotional self Storytelling 2. Evaluate the factors that inhibit the Factors that interfere with good flow of communication in a human communication service organization; Inefficient use of written documents Misperceptions HUMAN SERVICES MANAGEMENT (HSM) HMS 530: PROFESSIONAL COMMUNICATION IN HUMAN SERVICES 8 Course Level Outcomes Major Topics 3. Summarize the types of conflict in human service agencies and explain the key role a managers response plays in handling a conflict; Role of managers in handling conflicts in human services organizations
Recognizing types of conflicts Response to conflict Crisis communication Understanding and utilizing digital media Managers use of persuasive communication The context The message Information (substantive & contextual information) Presenting information The sender The receiver Facilitating internal communication Top-down communication Bottom-up communication Obtaining key information 4. Using persuasive communication techniques, defend a position on a critical issue that one may face in her/his role as a human services manager; 5. Design a communication plan that promotes the value of an agencys service and leverages agency support with its stakeholders; 6. Describe the ways in which internal and external communication impact human service agency practices; HUMAN SERVICES MANAGEMENT (HSM) HMS 530: PROFESSIONAL COMMUNICATION IN HUMAN SERVICES Course Level Outcomes Major Topics
7. Explain the influence crisis Facilitating internal communication communication has and critique its Employee surveys effectiveness in resolving or minimizing Suggestion systems impact on the human service agency; Informal communication Good feedback 8. Summarize the medias role, influence Facilitating external communication and involvement in human service Importance of networking agencies and demonstrate the ability Using electronic technology to respond accordingly; Building relationships with the media Involving the media 9. Construct an advocacy plan that is Media Training meant to persuade appointed or Media interviews elected officials and/or new or Developing a communication plan potential donors to support an Advocacy agencys position as a means of The role of advocacy in accomplishing organizational goals. organizations The six stages of advocacy practice Working with appointed or elected officials 9 MASTERS OF BUSINESS ADMINISTRATION (MBA)
MBA 503: LEADERSHIP & ORGANIZATIONAL BEHAVIOR 10 Description: This course focuses on contemporary leadership and organizational behavior perspectives. Students examine the individual, group, and organizational factors that influence a leaders ability to exert influence and enact change. Through self-assessment, simulation, and reflection, students achieve a heightened understanding of how they can enhance their own leadership effectiveness, contribute to the effectiveness of their organizations, and realize their professional aspirations. . Course Level Outcomes Major Topics 1. Explain the role of contemporary Contemporary Leadership Frameworks leadership and organizational behavior and Their Application to Personal frameworks in illuminating the factors Leadership Development that impact leadership effectiveness; 2. Describe current environmental forces and trends impacting organizations and leadership practices (e.g., globalism, diversity, technology); 3. Demonstrate a heightened understanding of personal leadership preferences, strengths, and areas for development; The Significance of True North, Crucibles, and a Strengths-Based Career Perspective MASTERS OF BUSINESS ADMINISTRATION (MBA) MBA 503: LEADERSHIP & ORGANIZATIONAL BEHAVIOR
11 Course Level Outcomes Major Topics 4. Evaluate the role that authentic leadership can play in achieving results, building connections, and communicating a vision; Authentic Leadership 5. Explain the relationship between emotional intelligence and workplace behavior; Leading with Emotional Intelligence (EI) 6. Explain the benefits and challenges of Leading Teams working in teams and the skills needed for effective teamwork (and team leadership); Leading Change 7. Analyze methods for leading change and dealing with individual and organizational resistance to change. HUMAN SERVICES MANAGEMENT (HSM) HSM 520: INTERVENTIONS AND DIRECT SERVICES IN HUMAN SERVICES 12 Description: This course introduces students to the interventions and direct services in human services. Students explore how human services intersect with each other, and their role, influence and involvement with community systems. Students discuss the
impact of environmental trends, the value of strategic thinking and planning, and human service agency procedures that promote and value diversity. Students also explore current programmatic emphasis on the influence of care, regulations and licensure requirements, federal and state initiatives impact on human service agency practices and on ones role as a human services manager. In addition, students discuss the major trends in human service organizations and evaluate their impact on human service agency practices. Course Level Outcomes Major Topics 1. Identify examples of how human services intersect with each other and explain the influence on interventions and direct services; Intersection of Human Services with Each Other HUMAN SERVICES MANAGEMENT (HSM) HSM 520: INTERVENTIONS AND DIRECT SERVICES IN HUMAN SERVICES Course Level Outcomes 13 Major Topics 2. Summarize human services role, Intersection of human services with the influence and involvement with community education, healthcare, jobs/economic Education, development and public safety systems Healthcare, within the community and Jobs/economic development,
demonstrate the ability to respond Public safety accordingly; 3. Analyze the ways in which Analysis of environmental trends environmental trends (political, Political trends economic, social technological) impact Economic trends human service agency practices; Social trends Technological trends 4. Explain the value of strategic thinking and planning in the process of Strategic planning addressing change; HUMAN SERVICES MANAGEMENT (HSM) HSM 520: INTERVENTIONS AND DIRECT SERVICES IN HUMAN SERVICES Course Level Outcomes Major Topics 5. Assemble human service agency procedures that promote and value diversity as part of day-to-day life at work and evaluate their effect on agency culture; Diversity of services 14 Current programmatic emphasis Person-centered planning and
patient-centered care 6. Identify current programmatic Positive psychology (well-being) emphasis in human services and Trauma informed care interpret how they influence Housing first approach for reducing management in making decisions homelessness about the care of individuals; Pathways model to end homelessness 7. Describe the ways in which regulations Harm reduction and licensure requirements sway human service agency procedures; Regulations & licensure requirements (CMS settings rule, etc.) HUMAN SERVICES MANAGEMENT (HSM) HSM 520: INTERVENTIONS AND DIRECT SERVICES IN HUMAN SERVICES Course Level Outcomes 15 Major Topics 8. Explain the influence of federal and Federal & state initiatives (employment state initiatives and its impact on ones first, etc.) role as a human services manager; 9. Summarize the major trends in human Trends in human service organizations service organizations and evaluate Evidence-based management
their impact on human service agency Performance-based leadership practices; Cultural competency Ethical dilemmas in management 10. Evaluate the purpose, importance, Managing stress practices, and outcomes associated Organizational stress factors with the concept of culture of caring The supervisors role in at human service organizations. handling stress Fostering diversity Concept of culture of caring HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT HRM 520: PERFORMANCE ANALYSIS AND MEASUREMENT 16 Description: Measuring employee performance is instrumental for making datainformed decisions and developing strategies for improvement. This course focuses on the full cycle of employee performance analysis and management, as well as its relationship to reward systems. Students explore practical strategies for selecting a performance measurement approach, measuring performance and behavioral outcomes, and continuously improving those outcomes through employee goal-setting and development. Course Level Outcomes Major Topics 1. Analyze the relationship between individual employee performance and organizational effectiveness, performance management, and reward systems; 2. Analyze the performance analysis and management process according to an action research approach: (a)
study/plan, (b) take action, (c) measure/analyze data, and (d) reflect; Defining Performance Management and Rewards Systems Understanding the interrelated components of Performance Management Process Evaluating Performance Analysis and Management Process Linking Business Strategy to Performance Systems Defining Individual Performance Understanding Behavior Approach or Results Approach to Assessing Performance HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT HRM 520: PERFORMANCE ANALYSIS AND MEASUREMENT 17 Course Level Outcomes Major Topics 3. Evaluate performance analysis and measurement systems; Popular Tool: Graphic Rating Scales Developing SMART Goals Identifying Performance Standards and Measures Communications Plan Proactively Addressing Bias and Rating Error Performance Appraisal Form
Overall Performance Rating Use Behaviorally-Anchored Rating Scales (BARS) for Evaluating Performance Creating Employee Development Plan Identifying Skills and Competencies for Training & Development Designing 360-degree feedback tool Using Coaching Process to reach development goals 4. Analyze performance and behavior rating methods, including formats, sources, potential reliability and validity issues, rater training, basic scaling, and techniques; 5. Assess individual employee job performance and behavioral outcomes; 6. Develop strategies for improving performance through employee goalsetting and development; 7. Analyze legal issues with performance analysis and management. HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT HRM 520: PERFORMANCE ANALYSIS AND MEASUREMENT Course Level Outcomes 18 Major Topics
Giving & Receiving Feedback Team Accountability Respect & Inclusion Motivation, Inspiration and Engagement Global Team Perspective Creating a Learning Organization Understanding the relationship between Performance Management and related Legal Issues Identifying Ethical behaviors and practices in Reward Systems Distinguishing when Pay is and is not a Motivator and Use of Contingent Pay Plans (Pay for Performance) Understanding the role played by Six Legal Principles: Employment at will, Negligence, Defamation, Misrepresentation, Adverse Impact and Illegal Discrimination. MASTER OF HEALTH SERVICE ADMINISTRATION (MHA) RES 520: QUANTITATIVE AND QUALITATIVE 19 ANALYSIS Description: This course introduces students to different types of program evaluations, including needs assessment, formative and process evaluation, monitoring of inputs, outputs, and outcomes, impact assessment, and cost analysis. Students engage in practical experiences through a series of exercises involving the design of a conceptual framework, indicators, and an evaluation plan to measure impact. Course Level Outcomes Major Topics 1. Identify, locate, gather, and organize quantitative and qualitative data
relevant to solving an organizational challenge or researching an issue. Review of statistics and its applications in managerial, professional, and researchbased fields. Quantitative and qualitative data and its characteristics. Spreadsheet software (Excel) and its tools for storing, organizing, and analyzing data, extracting statistics, and creating visual displays of information. Data trends and patterns. 2. Sort and manipulate quantitative data using spreadsheet software. 3. Compute and analyze important characteristics of data, including measures of central tendency and variance. 4. Identify data trends and patterns. MASTER OF HEALTH SERVICE ADMINISTRATION (MHA) RES 520: QUANTITATIVE AND QUALITATIVE 20 ANALYSIS Course Level Outcomes Major Topics 5. Forecast/predict future values of data, using regression and/or time series methods, as appropriate. Cross-sectional and longitudinal data. Measures of central tendency and their use. Measures of variance and their use.
Forecasting methods: multiple regression, moving average, judgmental methods, etc. Incorporating qualitative analysis into work with quantitative data. Making managerial recommendations or inferences based on data. Communicating data and research findings to varied audiences. Visualizing data: charts, graphs, dashboards. 6. Collect, organize, and analyze basic qualitative data. 7. Based on data analysis, recommend actions and/or identify opportunities for additional research and inquiry. 8. Communicate data and research findings to varied audiences, using appropriate visualization tools such as charts, graphs, and dashboards. LIBERAL ARTS AND SCIENCE: PSYCHOLOGY LAP 693: SEMINAR IN PROGRAM EVALUATION 21 Description: This course introduces students to different types of program evaluations, including needs assessment, formative and process evaluation, monitoring of inputs, outputs, and outcomes, impact assessment, and cost analysis. Students engage in practical experiences through a series of exercises involving the design of a conceptual framework, indicators, and an evaluation plan to measure impact. Course Level Outcomes Major Topics 1. Describe foundational concepts in
social program evaluation theory and practice including theoretical perspectives on the nature and purpose of program evaluation, phases of program evaluation, ethics and standards of practice, and proposal and report writing; Overview & Formative/Process Evaluation Logic Models & Outcome/Impact Evaluation Rapid Evaluation Ethics & Appreciative Inquiry Ethics, Cost-effectiveness & Cultural Competence 2. Design program evaluations by evaluating program processes and outcomes in a wide range of circumstances. MASTER OF HEALTH SERVICE ADMINISTRATION (MHA) MHA 527: HEALTH CARE FINANCE 22 Description: This course introduces the concepts, conventions and terminology of accounting and finance as applied in health care organizations. Course Level Outcomes Major Topics 1. Describe the role of finance in health care; Identify the role of finance in health care
applications 2. Differentiate health care payment systems from other businesses; Compare balance sheets, income statements, and statements of cash flow in financial statement analysis 3. Describe the components of income statements, balance sheets and statements of cash flows and evaluate patient service implications of trends and relative strength or weakness in these financial statements; 4. Identify components of cost, determine cost behavior, and apply cost volume profit techniques to a variety of health care service decisions; Apply financial ratios and benchmarking as analysis tools for decision making Examine administrative accounting tools Cost determination and behavior Profit analysis Cost allocation MASTER OF HEALTH SERVICE ADMINISTRATION (MHA) MHA 527: HEALTH CARE FINANCE 23 Course Level Outcomes Major Topics Administrative accounting and financial
analysis techniques Planning and budgeting 6. Identify various types of health care Variance analysis, budgets, use standard costs, and other Standard costs, variance analysis techniques as Time value analysis, management tools to identify Risk/return models are developed opportunities for improving financial performance and effect on patient Evaluate capitation contracts (and/or services; other alternative payment systems) to predict financial and service level 7. Describe and apply present value consequences analysis techniques for multi-year financial decisions, differentiate various types of financial risk and compute rates of return to evaluate competing proposals for use of limited health care funds; 5. Analyze impact on profits and patient service in managerial decisions; MASTER OF HEALTH SERVICE ADMINISTRATION (MHA) MHA 527: HEALTH CARE FINANCE 24 Course Level Outcomes 8. Describe the impact of insurance programs and group contracts on the financial operations of health care institutions;
9. Evaluate capitation contracts and/or alternative payment systems to predict financial and service level consequences; 10. Describe the impact of governmental and non-governmental regulatory accreditation agencies on health care economics and finance. Major Topics HUMAN SERVICES MANAGEMENT (HSM) HSM 505: MANAGING SYSTEMS AND FUNDING IN HUMAN SERVICES 25 Description: This course introduces students to managing systems and funding in human services. Students explore the array of systems that must be managed and how these systems intersect with each other. Students will discuss the managers role, influence and involvement with each system. Students also explore the various funding sources and their impact on human service agency practices and on her/his role as a human services manager. In addition, students discuss the legal issues one may face and the significance of mastering contract negotiations with funders, vendors and stakeholders in human service. Course Level Outcomes Major Topics Management of Systems Fiscal Human Resources Outcome and Accountability Measures Quality Assurance 2. Explain the managers role, influence Accreditation and involvement with each system and Information Technology (IT)
interpret how they influence EHR system (Electronic Health management in making decisions Record) about the care of individuals; 1. Summarize the array of systems that must be managed in human services, how they intersect with each other and explain the influence on interventions and direct services; HUMAN SERVICES MANAGEMENT (HSM) HSM 505: MANAGING SYSTEMS AND FUNDING IN HUMAN SERVICES Course Level Outcomes 26 Major Topics Risk Management Incident Report & Tracking Safety & Security Professional Networking Marketing 4. Critique the impact that fund raising Funding Sources and resource development has on the Public overall financial strength of human Private service agencies; Banking Relationships Intro to Fundraising 5. Analyze the ways in which legal issues Resource Development
impact human service agency practices Crisis Management and formulate a position on a critical Legal Issues issue that one may face in her/his role Contract Negotiations as a human services manager; Legal requirements vs. best practice Nonprofit state law and federal tax 6. Describe the significance of mastering exemption requirements contract negotiations with funders, HIPAA privacy rule vendors and stakeholders in human service. 3. Categorize various public and private funding sources and evaluate their impact on human service agency practices; HUMAN SERVICES MANAGEMENT (HSM) HSM 589: HUMAN SERVICES MANAGEMENT LABORATORY 27 Description: This is a required capstone course for the M.S. program in Human Services Management. This course introduces students to problem analysis methodology as well as gives them opportunities to practice problem resolution applications through in-class role playing activities. Working in teams, students using a pragmatic management problem-solving tool, will analyze actual management problems that occur in their agencies/companies and develop problem resolution strategies to address management problems. Course Level Outcomes Major Topics 1. Demonstrate skills utilized in organizational problem identification and problem analysis; 2. Explain how identified management
problems are symptomatic of underlying root causes (i.e., people, systems, and values) that result in dysfunctions within their work settings; Problem solving o Analyzing the problem Identifying & examining discrepancies Specifying the problem Determining the boundaries of the problem Clarifying different perspectives Identifying insidious problems HUMAN SERVICES MANAGEMENT (HSM) HSM 589: HUMAN SERVICES MANAGEMENT LABORATORY Course Level Outcomes Major Topics 3. Apply management problem analysis techniques to address real issues that are identified at their agencies and companies; o Considering alternative solutions Developing criteria Making ideas concrete Considering trade-offs 4. Develop problem resolution strategies that attack the causes of dysfunctional
problems; o Making decisions Making risk-taking decisions prudently Being boldly tentative Involving staff in decision making Watching out for decisionmaking pitfalls 5. Apply both oral and written presentations to defend their resolution strategies individually and in student work groups. o Monitoring results Work quality o Making corrections 28 29 ELECTIVE CORE COURSES INCLUDE: MGT 535: Strategic Fundraising and Philanthropy MGT 534: Nonprofit Organization, Governance, and Management HSM592, Practicum in Human Services Management (required elective with less than 5 + years experience in human services)
OBD515, Training and Development MBA514, Managerial Accounting MBA522, Strategic Marketing HRM, LAP, MBA, MGT, OBD, or other graduate course(s) by approval of Program Chair or designate. 30 FOR ADDITIONAL INFORMATION AND/OR TO DISCUSS HOW THIS NEW PROGRAM CAN IMPACT YOUR AGENCY Contact: Mark Doyle, Program Director, MS in Human Services Management College of Professional Studies and Advancement School of Health & Human Services Phone & fax: 312-261-3718 Email: [email protected] www.nl.edu/humanservicesmanagement NATIONAL LOUIS UNIVERSITY | 122 S. Michigan Ave., Chicago, IL 60603
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