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• Cover
• Series Page
• Title Page
• Copyright
• List of Figures, Tables, and Exhibits
• Preface
• Acknowledgments
• The Author
• Chapter 1: The Work of Managers in Health Programs
• Key Definitions
• The Work of Program Managers in Terms of Core and Facilitative Activities
• Core Activities in Program Management Work
• Facilitative Activities in Program Management Work
• Roles Played by Program Managers: The Mintzberg Model
• Competencies That Underpin Program Management Work
• Managing Health Programs Ethically
• Managers and the Success of Programs
• Summary
• References
• Appendix A: Example of a Health Program: The Global Health Program of the Bill and Melinda Gates Foundation
• The Host Organization
• The Global Health Program
• 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 Relationships
• Developing/Strategizing Activity
• Situational Analysis: Determining a Program’s Current Situation
• Reconsidering and Revising a Program’s Current Situation
• Assessing and Controlling Performance to Achieve Desired Results
• The Link between Developing/Strategizing and the Performance of Programs
• Writing a Business Plan
• Planning for Interventions Undertaken by Programs
• Summary
• References
• Chapter 3: Designing for Effectiveness
• Creating Organization Designs
• Key Concepts in Formal Organization Design
• Application of the Key Organization Design Concepts
• Informal Aspects of Organization Designs
• Designing Program Logic Models
• The Staffing Process in Health Programs
• Summary
• References
• Chapter 4: Leading to Accomplish Desired Results
• Leading Defined
• Influence and Leading; Interpersonal Power and Influence
• Motivation as a Basis for Leading Effectively
• The Ongoing Search to Understand Effective Leading
• Toward an Integrative Approach to Effective Leading in Health Programs
• Summary
• References
• 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
• Summary
• Key Terms and Concepts
• References
• Chapter 6: Communicating for Understanding
• Communicating: Key to Effective Stakeholder Relations
• A Model of the Communication Process
• Barriers to Communicating Effectively
• Communicating within Programs
• Communicating with External Stakeholders
• Communicating When Something Goes Wrong
• Summary
• References
• Chapter 7: Managing Quality—Totally
• Quality Defined
• Measuring Quality
• Managing Quality
• A Total Quality Approach to Managing Quality
• Patient/Customer Focus
• Continuous Improvement
• Teamwork
• Summary
• References
• Chapter 8: Commercial and Social Marketing
• Commercial Marketing
• Social Marketing
• Commercial Marketing in Health Programs
• The Five Ps of Commercial Marketing
• Social Marketing in Health Programs
• Conducting Social Marketing Initiatives in Health Programs
• Ensuring the Success of Social Marketing Initiatives
• Ethics Considerations in Commercial and Social Marketing Strategies
• Summary
• References
• Appendix C: A Step-by-Step Social Marketing Process
• Describing the Problem
• Choosing a Target Audience
• Conducting Formative Research
• Creating the Social Marketing Strategy
• Next Steps
• Chapter 9: Evaluating
• Program Evaluation Defined
• What Do Program Managers Evaluate?
• Program Theory and Logic Models
• Types of Program Evaluations
• The CDC Framework for Conducting Program Evaluations
• Standards in the CDC Evaluation Framework
• Steps in the CDC Evaluation Framework
• Summary
• References
• Index
• End User License Agreement