Efnisyfirlit

• 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

UM RAFBÆKUR Á HEIMKAUP.IS

Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!

Rafbók til eignar
Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.

Þú kemst í bækurnar hvar sem er
Þú getur nálgast allar raf(skóla)bækurnar þínar á einu augabragði, hvar og hvenær sem er í bókahillunni þinni. Engin taska, enginn kyndill og ekkert vesen (hvað þá yfirvigt).

Auðvelt að fletta og leita
Þú getur flakkað milli síðna og kafla eins og þér hentar best og farið beint í ákveðna kafla úr efnisyfirlitinu. Í leitinni finnur þú orð, kafla eða síður í einum smelli.

Glósur og yfirstrikanir
Þú getur auðkennt textabrot með mismunandi litum og skrifað glósur að vild í rafbókina. Þú getur jafnvel séð glósur og yfirstrikanir hjá bekkjarsystkinum og kennara ef þeir leyfa það. Allt á einum stað.

Hvað viltu sjá? / Þú ræður hvernig síðan lítur út
Þú lagar síðuna að þínum þörfum. Stækkaðu eða minnkaðu myndir og texta með multi-level zoom til að sjá síðuna eins og þér hentar best í þínu námi.



Fleiri góðir kostir
- Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
- Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
- Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
- Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu