Core Competencies

Baylor Business MBA

Core Competencies

The overarching objective of the Baylor University Robbins MBA Healthcare Program is to develop competent young healthcare executives who will make a positive impact on their patients, their organization, and their community. We have created a curriculum around core competencies that were developed by industry leaders and Baylor faculty. The competencies reflect the essence of the program’s mission and vision to promote the study of healthcare administration, to develop a program that is nationally recognized for the value of its academic preparation, to promote academic excellence through the education and preparation of medical administrative professionals, and to become a reliable source of motivated, committed, and highly-trained executive leaders for service to the health services industry.

Domain 1 - Knowledge of the Healthcare Environment

Healthcare Environment: The ability to understand and explain issues and advancements in the healthcare industry.
Recognizes and understands health and medical care terminology
Understands the regulatory environment related to healthcare delivery (e.g., CMS, The Joint Commission, HIPAA)
Understands healthcare issues and trends and is familiar with technological research and advancements related to medical care
Economics and statistical methods: The ability to use, understand, and apply the basic principles of economics, statistics, and epidemiology to health care issues.
Uses and applies methods and practice of economics to healthcare
Understands basic statistical and epidemiology analysis (e.g., research design, scientific method)
Policy and Advocacy: The ability to understand the legislative and bioethical environment and effectively participate in discussions relating to health policy and healthcare ethics at the local, state, and federal levels.
Understands pertinent legislative issues and is familiar with healthcare policy issues (e.g., uninsured, access, quality, cost, medical malpractice, system reform)
Recognizes bioethical issues and applies concepts of autonomy, non-malfeasance, beneficence, and social justice
Population Health: The ability to understand the importance of population health and the influence population health management has on a healthcare organization.
Defines population health and is able to dissect the elements of total population health
Recognizes the importance of leadership and collaboration in providing effective population health
Understands the causal links between population health and various models of care (e.g., integrated delivery systems, accountable care organizations, and patient centered medical homes)
Recognizes the incentive to optimize population health from a financial perspective
Understands the importance of a strong data management capability for population health management

Domain 2 - Critical Thinking and Analysis

Critical Thinking and Analysis: 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.
Breaks down problems into simple lists of tasks or activities and asks the right questions when making decisions
Identifies basic relationships including the cause-and-effect between two situations and is able to sort and prioritize tasks and alternatives
Recognizes multiple relationships and causal links: several potential causes of events, several consequences of actions, or multiple-part chain of events (A leads to B leads to C leads to D)
Innovative Thinking: The ability to apply complex concepts, develop creative solutions, or adapt previous solutions in new ways.
Applies basic rules, common sense, evidence, and past experiences to identify problems
Recognizes patterns based on life experience, sees patterns, trends, or missing pieces/linkages and can identify similarities and differences
Clarifies complex ideas or situations by making them clear, simple, and/or understandable
Information Seeking: An underlying curiosity and desire to know more about things, people, or issues, including the lifelong desire for knowledge and staying current with health, organizational, industry, and professional trends and developments.
Consults available resources including knowledgeable people and other readily available information
Conducts preliminary investigations regarding a problem or situation beyond routine questioning
Conducts research to obtain needed information through newspapers, magazines, field experts, computer search systems, or other resources regarding practices in healthcare and other industries for the purpose of keeping current
Establishes a proactive approach to gathering information to remain abreast of best practices

Domain 3 - Business and Management Knowledge

Financial Skills: The ability to understand and explain financial and accounting information, prepare and manage budgets, and make sound long-term investment decisions.
Explains the organization's financial metrics and reports including key financial statements and ratio analysis and is able to use them to drive, track and project the organization's financial health and profitability
Demonstrates skills in budget and asset management, strategic planning, capital budgeting, budget development, expense and revenue management, budget variance analysis, and sensitivity analysis
Understands the impact of various reimbursement models and associated incentives and risks
Evaluates financial projections and investments; is able to compute, interpret, and utilize internal rate of return, net present value, cash flow analyses, risk-return trade-offs and cost-benefit analyses
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.
Conducts environmental scanning including present and future analyses that identify the competitive/market, governmental and regulatory, public opinion, scientific, and technological forces that shape the organization
Develops strategic goals and plans for the organization that take advantage of its strengths, addresses its weaknesses, builds on opportunities, and attempts to minimize environmental threats (SWOT Analysis)
Understands the forces that are shaping healthcare over the next 5 to 10 years (market, social, cultural, economic, and political)
Information technology management: The ability to see the potential in and understand the use of administrative and clinical technology and decision-support tools in process and performance improvement.
Recognizes the potential of information systems for patient service and quality of care improvement and understands and implements patient security and information management under HIPAA
Actively promotes the use of information technology to improve processes and performance outcomes
Understands critical IT governance mechanisms necessary to insure that major technology initiatives are aligned with organizational needs, the systems development lifecycle, and best practices for managing complex medical and business information technology
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).
Identifies key decision makers and the individuals who can influence them, and predict how new events will affect individuals and groups within the organization
Recognizes the formal structure or hierarchy of an organization and understands organizational dynamics, principles, and practices of management and organizational behavior
Applies understanding of the informal structure of an organization
Recognizes norms and values of an organization including the unspoken guidelines about what people are and are not comfortable doing, and what is and is not possible at certain times or by people in certain positions
Considers priorities and values of multiple constituencies including physicians, nurses, patients, staff, patient families, and community leaders, and uses this knowledge to build coalitions and consensus among stakeholders
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.
Monitors performance indicators and uses knowledge of basic patient tracking, markets, and financial and management accounting to track organization performance and financial results
Is able to develop and monitor a "scorecard" of quantitative and qualitative measures to track financial, customer, quality, and employee performance
Organizational Design and Governance: The ability to analyze and design or improve an organizational process, including incorporating the principles of quality management and customer satisfaction.
Understands the basics of organizational governance including board relations, committee structure, and fiduciary, ethical, and clinical review responsibilities, and is familiar with key state, county, and city governing and regulatory organizations
Benchmarks good processes and practices for clinical and non-clinical organizational practices across different delivery sites (e.g., outpatient, inpatient, acute care, specialty clinic)
Assesses organization structures (functional, departmental, service line, provider structure, etc.) and uses organization structure and design to improve performance

Domain 4 - Political and Community Development

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.
Identifies key community stakeholders including agencies and organizations providing and directing community health programs such as family and child advocacy
Understands broad managerial epidemiology concepts and their impact on the community
Actively serves the community by participating in local community health initiatives (e.g., health fairs) and supporting programs that address specific public health needs
Professionalism: The demonstration of ethics, sound professional practices, social accountability, and community stewardship.
Acts openly and honestly according to both the organization's expressed core values and personal ethical values
Promotes organizational integrity including equitable application of professional roles/values that are compatible with the improvement of health and wellness
Maintains social accountability by handling issues and mistakes with openness, honestly, and fairness
Promotes community and organizational stewardship for honesty and fair dealing with all constituents
Relationship Building: The ability to establish, build, and sustain professional contacts for the purpose of building networks of people with similar goals and that support similar interests.
Develops and/or sustains informal contacts - is approachable
Builds friendly rapport with associates both at work and at outside events
Sustains formal contacts by participating in a broad range of relationships with others who have the potential to become strong business allies
Establishes important relationships with key leaders within the organization, community, and other constituencies including physicians, nurses and medical technical staff
Builds and sustains strong personal networks

Domain 5 - Communication

Communication Skills: The ability to facilitate a group; speak and write in a clear, logical, and grammatical manner in formal and informal situations to prepare cogent business presentations.
Speaks and writes clearly and effectively using generally accepted English grammar
Prepares effective written reports or presentations, accurately presenting facts in a clear and logical manner
Makes persuasive oral presentations using appropriate audiovisual media and staying on topic and within time limits
Effectively facilitates group interactions using various communications strategies
Interpersonal Communication: The ability to understand other people including hearing and understanding the unspoken or partly expressed thoughts, feelings, and concerns of others as well as the ability to communicate one’s position to others.
Recognizes and is sensitive to the emotions and concerns of others by reading body language, facial expression and/or tone of voice
Commits to understanding others, genuinely seeking to understand people as individuals and their points of view
Displays sensitivity to cultural, ethnic, and social issues
Is able to accurately and effectively communicate positions with others using understanding of individual emotional, cultural and ethnic differences

Domain 6 - Professional Development and Leadership

Personal Leadership: Demonstrates strong leadership characteristics including speaking, acting and living as an ethical leader.
Develops a strong personal ethical and spiritual base for one's conduct and decision-making
Demonstrates strong ethical leadership by personally establishing and modeling the norms for ethical behavior; coaches and develops organization members to top performance
Demonstrates leadership, providing effective management of team meetings including controlling time, pace, agenda, objectives and assignments
Keeps people informed by providing essential information for decision making and fulfillment of responsibilities both individually and collectively
Promotes team effectiveness by establishing the environment, structure, membership, performance management, and team development actions in a manner that promotes team morale and productivity
Understands and adopts the tenets of Servant Leadership
Change Leadership: The ability to energize stakeholders and sustain their commitment to changes in approaches, processes, and strategies.
Identifies areas for change
Expresses vision for change
Provides calm during the storm of change by keeping an eye on the target, providing focused leadership, exemplifying quiet confidence, and providing direction to overcome adversity and resistance to change
Collaboration: The ability to work cooperatively with others, to be a part of a team, to work together, as opposed to working separately or competitively.
Conducts work in a cooperative manner, sharing the work load and supporting team decisions
Expresses positive attitudes and expectations of team or team members and develops effective working interactions with teammates
Solicits input from team members and others including subordinates and peers; and genuinely values others' input and expertise
Encourages and empowers others, publicly giving credit for strong performance
Builds team commitment, acting to promote good working relationships, breaking down barriers, encouraging cooperation, and facilitating resolutions to conflict
Self-Confidence: A belief in one's own capability to accomplish a task and select an effective approach to a task or problem. This includes confidence in one's ability as expressed in increasingly challenging circumstances and confidence in one's decisions or opinions.
Acts confidently within job or role without need of direct supervision
Acts confidently at the limits or slightly beyond the limits of job or role
Seeks challenging assignments and looks for and receives new responsibilities
Self-Development: The ability to have an accurate view of one's own strengths and development needs, including the impact that one has on others. A willingness to address needs through reflective, self-directed learning, and by trying new approaches.
Routinely seeks feedback from others including those who are likely to be critical
Improves own performance, learning from successes and missteps - is open to coaching
Considers the impact one has on others and modifies behaviors in response to informal cues as well as formal feedback, integrating the results into personal development efforts
Pursues long-term personal development, proactively pursues multi-year personal development, including willingness to tackle fundamental behavior change (e.g., from pacesetter to consensus builder)
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.
Communicates requirements and expectations in a clear, concise manner
Sets limits establishing high but achievable performance, quality, and resource utilization standards while maintaining the ability to say no to unreasonable requests
Openly addresses performance problems and directly assesses individual and team performance shortfalls
Creates a culture of accountability and accepts responsibility for results of own work and that delegated to others
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