Carla Jackie Sampson
Clinical Professor of Healthcare Management and Public Service; Director of Health Policy and Management Program and online Master of Health Administration Program
Carla Jackie Sampson, PhD, MBA, FACHE, is a Clinical Professor and Director of the Health Policy and Management Program and online Master of Health Administration Program at NYU’s Robert F. Wagner Graduate School of Public Service.
Her research interests include healthcare workforce policy, the impact of structural racism on the social determinants of health, and anchor mission strategy development. Dr. Sampson has extensive experience in the online and traditional classroom setting and teaches courses in organizational strategy, executive leadership, human resources management, and healthcare system organization.
Dr. Sampson is the editor of Frontiers of Health Services Management - a quarterly publication the American College of Healthcare Executives (ACHE). She is the co-editor of the fifth edition of Human Resources for Healthcare: Managing for Success, and the third edition of Fundamentals of Human Resources for Healthcare. She serves on the the Diversity with Inclusion committee of the Association of University Programs in Health Administration (AUPHA), and is member of the AUPHA Board of Directors.
Dr. Sampson was awarded the Doctor of Philosophy in Public Affairs - Health Services Management and Research from the University of Central Florida, Orlando. She earned an MBA in Healthcare Management and a Master of Science in Healthcare Financial Management from Temple University. Dr. Sampson is board certified in healthcare management.
This course aims to improve your ability to effectively manage and lead health service organizations. We examine a range of key challenges that managers must address to optimize organizational performance, including questions of mission, vision, and strategy ("What areas or activities should we be working in?") and questions of organizational design and operations ("How can we perform effectively in this area?").
To deal effectively with these challenges, you will develop knowledge and skills in: setting and aligning goals with the organization’s mission; handling complex trade-offs between demand for services and resource constraints; defining measures of success; improving work processes; motivating diverse stakeholders; dealing with ethical dilemmas; leading organizational change; and managing in environments in transition. In short, the course emphasizes the multiple, related requirements of the leader/manager's job: analysis, problem-solving, and action.
For MPA-Health Management and Health Financial Management students. Students experience the challenges of executive leadership and strategic decision-making in a complex, multi-health system marketplace. Students will have an opportunity to integrate the knowledge and skills acquired throughout the program and apply them to a set of challenging problems in healthcare management via a strategic simulation. The technology provides students real-time feedback on processes and performance in the field. This realistic exercise effectively simulates the complexity and intensity of the evolving health system environment. As health system executives, they must analyze their institution’s overall strategic direction and make all decisions central to its successful operation, including mission/vision, service line mix, capacity, investment in quality (professional/clinical, systems, etc.), patient/payer mix, marketing, staffing, and financial structure.
This course aims to improve your ability to effectively manage and lead health service organizations. We examine a range of key challenges that managers must address to optimize organizational performance, including questions of mission, vision, and strategy ("What areas or activities should we be working in?") and questions of organizational design and operations ("How can we perform effectively in this area?").
To deal effectively with these challenges, you will develop knowledge and skills in: setting and aligning goals with the organization’s mission; handling complex trade-offs between demand for services and resource constraints; defining measures of success; improving work processes; motivating diverse stakeholders; dealing with ethical dilemmas; leading organizational change; and managing in environments in transition. In short, the course emphasizes the multiple, related requirements of the leader/manager's job: analysis, problem-solving, and action.
This course aims to improve your ability to effectively manage and lead health service organizations. We examine a range of key challenges that managers must address to optimize organizational performance, including questions of mission, vision, and strategy ("What areas or activities should we be working in?") and questions of organizational design and operations ("How can we perform effectively in this area?").
To deal effectively with these challenges, you will develop knowledge and skills in: setting and aligning goals with the organization’s mission; handling complex trade-offs between demand for services and resource constraints; defining measures of success; improving work processes; motivating diverse stakeholders; dealing with ethical dilemmas; leading organizational change; and managing in environments in transition. In short, the course emphasizes the multiple, related requirements of the leader/manager's job: analysis, problem-solving, and action.
This course aims to improve your ability to effectively manage and lead health service organizations. We examine a range of key challenges that managers must address to optimize organizational performance, including questions of mission, vision, and strategy ("What areas or activities should we be working in?") and questions of organizational design and operations ("How can we perform effectively in this area?").
To deal effectively with these challenges, you will develop knowledge and skills in: setting and aligning goals with the organization’s mission; handling complex trade-offs between demand for services and resource constraints; defining measures of success; improving work processes; motivating diverse stakeholders; dealing with ethical dilemmas; leading organizational change; and managing in environments in transition. In short, the course emphasizes the multiple, related requirements of the leader/manager's job: analysis, problem-solving, and action.
2023
Healthcare leaders will recall the margin pressures they faced pre COVID-19, the result of increasing expenses and decreasing reimbursement. The COVID-19 pandemic worsened these hardships by forcing hospitals to cancel (and patients to delay) elective procedures, which in turn resulted in a significant loss of revenue as labor and supplies costs rose at an accelerated pace. Temporary federal relief through the CARES (Coronavirus Aid, Relief, and Economic Security) Act has come and gone. So now, amid continuing economic pressures, the question persists: What are the financial strategies that can help healthcare providers survive?
A healthcare organization’s performance is inextricably linked to how successfully its employees perform their jobs. All healthcare executives, regardless of their title or position within an organization, must understand how to motivate and manage personnel effectively.
Fundamentals of Human Resources in Healthcare provides a comprehensive overview of the multiple disciplines and functions that workforce management requires, such as employee motivation, compensation, and training strategies. The book covers foundational principles as well as practical tools and techniques.
This edition discusses the Great Resignation’s effect on healthcare employee–employer relations and the human resource challenges exacerbated by the trend. Many chapters feature new discussion questions, activities, and vignettes that place the content in a contemporary context. Thoroughly revised and updated, this third edition includes the following:
- A new chapter that addresses healthcare employee burnout and provides strategies for fostering employee well-being
- Expanded content on employee engagement interventions and how they impact organizational effectiveness
- Discussion of how to employ analytics, algorithms, and other tools for job analysis and design
- Revamped diversity, equity, and inclusion content that incorporates the notion of belonging and introduces the concepts of intersectionality and inclusive leadership
- An overview of implementation-science concepts and methodologies from the perspective of the healthcare workforce
- Discussion of the COVID-19 pandemic’s effect on employee retention, supported by new research and turnover data
With Fundamentals of Healthcare Human Resources, readers will learn best practices in human resources, tools for analyzing workforce issues, and evidence-based techniques for managing an organization’s most valuable asset: its people.