Take My WMBA 6608 Class

What WMBA 6608 covers, week by week

The opening post explains why health care economics is odd: the patient rarely pays the full price, the payer rarely chooses the treatment, and the provider is paid differently for the same service depending on who insures the patient. A strong post traces one consequence, such as hospitals cross-subsidizing Medicaid losses with commercial rates.

Week two reads a hospital's financial statements and computes the measures bond analysts watch for hospitals: margin from operations, how many days the cash would last, how fast bills are collected, how comfortably debt is covered and how old the buildings and equipment are. Each is read against what rating agencies consider healthy for a hospital of that size.

Week three works reimbursement and payer mix into revenue. A hospital with 45 percent Medicare, 20 percent Medicaid, 28 percent commercial and 7 percent self-pay earns very different net revenue per case than one with a richer commercial mix, after contractual allowances and bad debt.

Week four handles cost behavior and break-even, each calculation ending in a decision: how many outpatient MRI scans a month an imaging center needs to cover the scanner's lease, staff and maintenance at its blended reimbursement rate.

Week five builds an operating budget and explains variances in memo prose. A nursing unit's labor overrun might come from agency staffing at twice the employed rate, and the memo says what drove it and who should act.

Week six applies capital budgeting tools, NPV among them, to an equipment or expansion request such as a new cath lab or a freestanding emergency department, with volume, payer mix and reimbursement assumptions spelled out.

Week seven assesses a full organization's finances, reading operating margin and cash separately, since a hospital can show a profit while cash drains into receivables and capital projects. Week eight argues the final investment or turnaround recommendation with evidence and economics aligned.

Faculty grade WMBA 6608 on whether each number is computed correctly, interpreted in health care terms and carried through to a decision a CFO would recognize.

Who writes your WMBA 6608 assignments

WMBA 6608 is assigned to a hospital finance professional with an MBA or MHA, often a CPA or HFMA certified, who has prepared budgets, cost reports and capital requests.

A colleague with the same background reads every draft against the grading criteria before delivery.

The writer assigned to WMBA 6608 keeps it for the whole term, so earlier work never has to be re-explained.

Several have worked in hospital decision support or revenue cycle, where payer mix and contractual allowances decide what a service line actually earns.

They carry every calculation to a health care decision, which is how WMBA 6608 grades each week.

One hospital scenario runs through the eight weeks, so the final recommendation uses the statements, payer mix, budget and capital work already built.

Some have worked in critical access and rural hospitals, where days cash on hand is watched weekly.

Take my WMBA 6608 class: timeline and cost

Most students hand over WMBA 6608 whole, because the payer workbook grows each week toward the closing recommendation. Some students keep the economics post and hand over the quantitative weeks and recommendation.

The reimbursement analysis, the capital budgeting case and the final recommendation carry the most points in WMBA 6608. For WMBA 6608, the number is put in writing up front, work waits for your approval and later edits are included.

Each piece for WMBA 6608 reaches you ahead of its due date, and your instructor's comments on one are applied to the next.

Comments returned on WMBA 6608 work are tracked, so later papers already reflect them.

When WMBA 6608 changes hands late, your submitted work is reviewed first and the new papers continue from it.