Benefits of a Master of Science Health Leadership Degree
Health and human services managers plan, direct, coordinate, and supervise the delivery of health and human services. Generalists manage an entire facility, while specialists manage a department, such as finance, human resources, records management, administrative services, and information technology. Typical work settings include:
- Hospitals
- Government facilities
- Ambulatory facilities
- Outpatient care centers
- Healthcare Organizations
- Public health departments
- Social services agencies
- Insurance carriers
- In-home healthcare providers
- Group medical practices
- Managed care facilities
According to the Bureau of Labor Statistics the employment outlook for Medical and Health Service Managers is projected to grow 16% through 2018.
Additional significant points include:
- Employment will grow fast in offices of health practitioners. Many services previously provided in hospitals will continue to shift to these settings, especially as medical technologies improve. Demand in medical group practice management will grow as medical group practices become larger and more complex.
- Medical and health services managers also will be employed by healthcare management companies that provide management services to hospitals and other organizations and to specific departments such as emergency, information management systems, managed care contract negotiations, and physician recruiting.
- Applicants with work experience in healthcare and strong business and management skills will have especially good opportunities available to them
- A master's degree is the standard credential for most positions in this field.
Earnings:
According to the Bureau of Labor Statistics, the mean earnings for 2010 for Medical and Health Service Managers was $97,628. Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2010-11 Edition , Medical and Health Services Managers, on the Internet at www.bls.gov/oco/pdf/ocos014.pdf (visited January 24, 2011 ).
