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• Contents
• List of Figures, Tables, and Exhibits
• Preface
• Acknowledgments
• The Author
• Chapter 1: The Work of Managers in Health Programs
• Key Definitions
• Health and Health Determinants
• Health Programs
• Program Management
• The Work of Program Managers in Terms of Core and Facilitative Activities
• Core Activities in Program Management Work
• Developing/Strategizing
• Designing
• Leading
• Facilitative Activities in Program Management Work
• Decision Making
• Communicating
• Managing Quality
• Marketing
• Evaluating
• Roles Played by Program Managers: The Mintzberg Model
• Interpersonal Roles
• Informational Roles
• Decisional Roles
• The Gestalt of Program Managers’ Roles
• Competencies That Underpin Program Management Work
• Conceptual Competence
• Technical (Managerial and Clinical) Competence
• Interpersonal and Collaborative Competence
• Policy Competence
• Commercial Competence
• Managers’ Use of Different Mixes of Competencies
• Managing Health Programs Ethically
• Respect for Persons
• Justice
• Beneficence and Nonmaleficence
• Supporting Ethical Behavior in Health Programs
• Managers and the Success of Programs
• Appendix A: Example of a Health Program: The Global Health Program of The Bill and Melinda Gates Fou
• Appendix B: Example of a Health Project: The Mass General Care Management Project
• Chapter 2: Developing/Strategizing the Future
• Developing the Underlying Theory of a Program
• Using Program Theory and Logic Models in Establishing and Maintaining Effective Stakeholder Relation
• Developing/Strategizing Activity
• Situational Analysis: Determining a Program’s Current Situation
• External Situational Analysis
• Internal Situational Analysis
• Inventory of Desired Results
• Reconsidering and Revising a Program’s Current Situation
• Reconsidering and Revising Statements of Missions and Objectives
• Developing Operational Plans to Accomplish Missions and Objectives and Changes in Them
• Assessing and Controlling Performance to Achieve Desired Results
• Controlling Defined and Modeled
• Budgets and Effective Control
• The Link between Developing/Strategizing and the Performance of Programs
• Writing a Business Plan
• Planning for Interventions Undertaken by Programs
• Chapter 3: Designing For Effectiveness
• Creating Organization Designs
• Key Concepts in Formal Organization Design
• Division of Work and Specialization of Workers
• Authority and Responsibility Relationships
• Clustering or Departmentalization
• Span of Control
• Coordination or Integration
• Application of the Key Organization Design Concepts
• Informal Aspects of Organization Designs
• Informal Groups within Organization Designs
• Balancing the Informal and Formal Aspects of Organization Designs
• Designing Program Logic Models
• The Staffing Process in Health Programs
• Human Resource Planning
• Recruitment
• Selection
• Induction and Orientation
• Training and Development
• Performance Appraisal
• Promotions, Transfers, Demotions, and Separations
• Special Aspects of the Staffing Process
• Chapter 4: Leading to Accomplish Desired Results
• Leading Defined
• Influence and Leading; Interpersonal Power and Influence
• Motivation as a Basis for Leading Effectively
• Motivation Defined and Modeled
• How Motivation Occurs
• The Ongoing Search to Understand Effective Leading
• Leader Traits
• Leader Behaviors and Styles of Leading
• Situational or Contingency Models of Leading
• Toward an Integrative Approach to Effective Leading in Health Programs
• Chapter 5: Making Good Management Decisions
• Decision Making Defined
• Involving Other Program Participants in Decision Making
• Key Characteristics of Management Decisions and Decision Making in Programs
• The Decision-Making Process
• Becoming Aware That a Problem or Opportunity Exists
• Defining the Problem or Opportunity
• Developing Relevant Alternatives
• Assessing the Alternatives
• Choosing an Alternative
• Implementing the Decision
• Evaluating the Decision
• Chapter 6: Communicating for Understanding
• Communicating: Key to Effective Stakeholder Relations
• Managing Stakeholder Relationships
• A Model of the Communication Process
• Components of the Communication Process
• Using the Communication Process Effectively
• Barriers to Communicating Effectively
• Contextual Barriers
• Interpersonal Barriers
• Minimizing Barriers to Communicating Effectively
• Communicating within Programs
• Downward Flow
• Upward Flow
• Horizontal and Diagonal Flows
• Communication Networks
• Informal Communication
• Communicating with External Stakeholders
• Managers as Boundary Spanners
• Communicating in Marketing
• Communicating with the Public Sector
• Communicating When Something Goes Wrong
• Consequences When Something Goes Wrong
• What Managers Can Do When Things Go Wrong
• Chapter 7: Managing Quality—Totally
• Quality Defined
• Measuring Quality
• Managing Quality
• A Total Quality Approach to Managing Quality
• Patient/Customer Focus
• Continuous Improvement
• Six Sigma
• Toyota Production System
• FOCUS-PDCA Model
• Tools for CI
• Teamwork
• Team Effectiveness
• Team Structure
• Team Operation
• Chapter 8: Commercial and Social Marketing
• Commercial Marketing
• Social Marketing
• Commercial Marketing in Health Programs
• The Concept of Target Markets
• The Needs and Wants of People in Target Markets
• The Five Ps of Commercial Marketing
• Product or Service
• Price
• Place
• Promotion
• Social Marketing in Health Programs
• Conducting Social Marketing Initiatives in Health Programs
• I. Problem/Health Issue
• II. Target Audience
• III. Behavior
• IV. Strategies for Change
• Ensuring the Success of Social Marketing Initiatives
• Ethics Considerations in Commercial and Social Marketing Strategies
• Appendix C: A Step-by-Step Social Marketing Process
• Chapter 9: Evaluating
• Program Evaluation Defined
• What Do Program Managers Evaluate?
• Program Theory and Logic Models
• Evaluations with and without a Program Theory
• Uses of Program Theory and Logic Models in Program Evaluation
• Types of Program Evaluations
• The CDC Framework for Conducting Program Evaluations
• Standards in the CDC Evaluation Framework
• Steps in the CDC Evaluation Framework
• Engaging Stakeholders
• Describing the Program
• Focusing the Evaluation Design
• Gathering Credible Evidence
• Justifying Conclusions and Making Recommendations
• Ensuring Use and Sharing Lessons Learned
• Index
• End User License Agreement