Section Menu

CAHME Accreditation Summary


The program is an integral part of the Opus College of Business and works to apply the principles of the college's mission to its constituents. In doing so, the program strives to provide working health care professionals with skills and insights to help them become effective, ethical leaders who are able to affect positive change within the health care system. 


The Health Care MBA is comprised of 45 credit hours of graduate level coursework consisting of 15 three-credit courses that combine online and classroom learning in a cohort model. The curriculum is guided by a set of competencies developed using input from the faculty, alumni and advisory boards.

Competency Model

The Health Care MBA is accredited by the Association to Advance Collegiate Schools of Business International (AACSB) and the Commission on Accreditation of Health Management Education (CAHME). We have developed a complete set of competencies that help to define the set of knowledge, skills and abilities students should possess upon completing their degree program. These 16 competencies fall into four domains: business acumen, leadership, critical thinking and ethical decision making. Each competency has a number of dimensions that can be measured or assessed to determine if they have been attained. Most of the dimensions are measured at the course level, but some are measured at the program level.   

Business Acumen Domain Leadership Domain

Financial Skills: The ability to see the potential in and understand the use of administrative and clinical information technology and decision-support tools in process and performance improvement. Actively sponsors the utilization and continuous upgrading of information management.

Change Leadership: The ability to energize stakeholders and sustain their commitment to changes in approaches, processes and strategies

Human Resource Management: The ability to implement staff development and other management practices that represent contemporary best practices; comply with legal and regulatory requirements; optimize the performance of the workforce, including performance assessments, alternative compensation and benefit methods; and the alignment of human resource practices and processes to meet the strategic goals of the organization.  

Collaboration: The ability to work cooperatively with others and to be part of a team, as opposed to working separately or competitively. Collaboration applies when a person is a member of a group of people functioning as a team, but not the leader.

Information Technology Management: The ability to see the potential in and understand the use of administrative and clinical information technology and decision-support tools in process and performance improvement. Actively sponsors the utilization and continuous upgrading of information management capabilities.

Organizational Awareness: The ability to understand and learn the formal and informal decision-making structures and power relationships in an organization or industry (e.g., stakeholders, suppliers). This includes the ability to identify who the real decision makers are and the individuals who can influence them, and to predict how new events will affect individuals and groups within the organization.

Project Management: The ability to plan, execute and oversee a multi-year, large-scale project involving significant resources, scope and impact. Examples include the construction of a major building, implementation of an enterprise-wide system (patient tracking, SAP) or development of a new service line.

Strategic Orientation:  The ability to consider the business, demographic, ethno-cultural, political and regulatory implications of decisions and develop strategies that continually improve the long-term success and viability of the organization.

Talent Development: The drive to build the breadth and depth of the organization’s human capability and professionalism, including supporting top-performing people and taking a personal interest in coaching and mentoring high-potential leaders.

Critical Thinking Domain Ethical Decision Making Domain

Analytical Thinking: The ability to understand a situation, issue or problem by breaking it into smaller pieces or tracing its implications in a step-by-step way. It includes organizing the parts of a situation, issue or problem systematically; making systematic comparisons of different features or aspects; setting priorities on a rational basis; and identifying time sequences, casual relationships or if-then relationships.

Accountability: The ability to hold people accountable to standards of performance or ensure compliance using the power of one’s position or force of personality appropriately and effectively, with the long-term good of the organization in mind. 

Information Seeking: An underlying curiosity and desire to know more about things, people or issues, including the desire for knowledge and staying current with health, organizational, industry and professional trends and developments. It includes pressing for exact information; resolving discrepancies by asking a series of questions; and scanning for potential opportunities or information that may be of future use, as well as staying current and seeking best practices for adoption.

Community Orientation: The ability to align one’s own and the organization’s priorities with the needs and values of the community, including its cultural and ethnocentric values and to move health forward in line with population-based wellness needs and national health agenda.

Innovative Thinking: The ability to apply complex concepts, develop creative solutions or adapt previous solutions in new ways for breakthrough thinking in the field.

Professionalism: The demonstration of ethics, sound professional practices, social accountability and community stewardship. The desire to act in a way that is consistent with one’s values and what one says is important.

Performance Measurement: The ability to understand and use statistical and financial methods and metrics to set goals and measure clinical as well as organizational performance; commitment to and employment of evidence-based techniques.

Section Menu