MHA Curriculum

The MHA curriculum provides the educational and professional foundations for leadership in health services.

Students complete 24 (1.5 credit) courses in health systems, policies and management to prepare them for a broad range of issues facing today’s health care world. Students must also complete a capstone research project that investigates a problem or issue related to health care administration.

Learn from experts in their field

Instructors in our program come from a collaboration with the School of Population and Public Health under the Faculty of Medicine and the Sauder School of Business along with honorary lecturers who bring expertise from their professional practice.
All first and second year courses are offered once per academic year. MHA students are required to take all courses at the time they are scheduled for their assigned cohort.

Focus on dedicated competencies and knowledge areas

Graduates leave the program with competencies uniquely designed for health care leadership across three domains from the National Centre for Health Care Leadership (NCHL) – transformation, execution and people, preparing them to:
  • Lead change processes through analytical and financial thinking in a strategic orientation
  • Translate vision and strategy towards optimal organizational performance with communication skills, performance measurement and project management
  • Create collaborative environments with human resource and change management

Course Profiles

  • Accounting – SPHA 502 and SPHA 503

    A basic understanding of balance sheets and budgets are a must for managers to fully consider the impacts of their decisions.
  • Epidemiology – SPHA 551

    It is important for health care administrators to develop a deep understanding of epidemiology to focus on delivering services to populations rather than individuals.
  • Basic Finance – SPHA 501

    To be effective, health care managers must have the financial literacy to make well-informed and thorough decisions.
  • Canadian Health Policy – SPHA 510

    Understanding the way the Canadian healthcare system has evolved and how its currently structured broadens your understanding of policy dilemmas we face.
  • Government and Policy – SPHA 511

    Modern managers need to understand the government-business relationship in order to help their organizations anticipate and react to government interventions.
  • Organizational Behaviour – SPHA 521

    It is people, not organizations that care for patients, find opportunities for improvements, and make critical decisions.
  • HR Management – SPHA 522

    The capacity to implement health care services relies on people working together for patients, making human resources strategies a key management concept.
  • Economic Evaluation – SPHA 531

    Economic evaluation of health interventions provides a powerful tool to address questions on cost effectiveness.
  • Health Economics – SPHA 532

    Economics is about the use of scarce resources in an efficient and equitable way.
  • Health Care Priority Setting – SPHA 533

    Being a leader requires knowing how to apply specific tools, criteria and strategies to set priorities and make decisions about needs, problems and goals.
  • Operations and Logistics – SPHA 542

    Operations management considers how systems work and how we can make them better.
  • IT for Management – SPHA 543

    From e-health apps to eletronic health records, health information technology permeates throughout people's health and healthcare.
  • Statistics – SPHA 554 and SPHA 555

    Statistics is the subject that allows us to explore any topic with a quantitative glee, and health care is no exception.
  • Health Information Systems – SPHA 544

    More and more healthcare organizations are relying on the expertise of individuals trained in health informatics
  • Program Planning and Evaluation – SPHA 553

    Using the proper tools for program planning and evaluation leads to better decisions that improve the effectiveness and efficiency of health care services, and ultimately better outcomes for patients.
  • Social Determinants of Health – SPHA 556

    Social determinants of health considers why health differences matter on ethical and practical grounds, and how can we act to effectively intervene on these differences.
  • Quality of Care – SPHA 557

    Quality and safety in patient care requires managers and clinicians who are equipped to lead organizational efforts.
  • Leadership – SPHA 564

    Leadership requires having an appreciation and greater understanding of different leadership styles, tools and approaches to be successful in today’s complex health care environment.
  • Strategic Management – SPHA 561

    Regardless of what role you envision yourself holding in an organization, a solid understanding of strategy is essential if you are going to contribute to major decisions.
  • Health Care Law – SPHA 562

    Health care professionals and administrators alike benefit from an understanding of the Canadian legal system as it relates to clinical practice and policy making.
  • Ethics and Ethical Decision Making – SPHA 563

    Educating thoughtful and responsible leaders includes developing an awareness and ability to respond to ethical issues.
  • SPHA 590A Research Project

    SPHA 590 is a 6 credit capstone course for students to use the learning outcomes from their MHA courses and apply it to a specific area of professional practice within healthcare