Efnisyfirlit

• 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

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