List of Figures, Tables, and Exhibits |
|
xi | |
Preface |
|
xv | |
Acknowledgments |
|
xxi | |
The Author |
|
xxiii | |
Chapter 1 The Work of Managers in Health Programs |
|
1 | (34) |
|
|
2 | (5) |
|
The Work of Program Managers in Terms of Core and Facilitative Activities |
|
|
7 | (1) |
|
Core Activities in Program Management Work |
|
|
7 | (5) |
|
Facilitative Activities in Program Management Work |
|
|
12 | (5) |
|
Roles Played by Program Managers: The Mintzberg Model |
|
|
17 | (3) |
|
Competencies That Underpin Program Management Work |
|
|
20 | (4) |
|
Managing Health Programs Ethically |
|
|
24 | (5) |
|
Managers and the Success of Programs |
|
|
29 | (6) |
Appendix A: Example of a Health Program: The Global Health Program of The Bill and Melinda Gates Foundation |
|
35 | (2) |
Appendix B: Example of a Health Project: The Mass General Care Management Project |
|
37 | (2) |
Chapter 2 Developing/Strategizing the Future |
|
39 | (42) |
|
Developing the Underlying Theory of a Program |
|
|
40 | (2) |
|
Using Program Theory and Logic Models in Establishing and Maintaining Effective Stakeholder Relationships |
|
|
42 | (2) |
|
Developing/Strategizing Activity |
|
|
44 | (1) |
|
Situational Analysis: Determining a Program's Current Situation |
|
|
45 | (9) |
|
Reconsidering and Revising a Program's Current Situation |
|
|
54 | (5) |
|
Assessing and Controlling Performance to Achieve Desired Results |
|
|
59 | (7) |
|
The Link between Developing/Strategizing and the Performance of Programs |
|
|
66 | (1) |
|
|
67 | (2) |
|
Planning for Interventions Undertaken by Programs |
|
|
69 | (12) |
Chapter 3 Designing For Effectiveness |
|
81 | (38) |
|
Creating Organization Designs |
|
|
82 | (1) |
|
Key Concepts in Formal Organization Design |
|
|
83 | (16) |
|
Application of the Key Organization Design Concepts |
|
|
99 | (3) |
|
Informal Aspects of Organization Designs |
|
|
102 | (5) |
|
Designing Program Logic Models |
|
|
107 | (2) |
|
The Staffing Process in Health Programs |
|
|
109 | (10) |
Chapter 4 Leading to Accomplish Desired Results |
|
119 | (42) |
|
|
120 | (1) |
|
Influence and Leading; Interpersonal Power and Influence |
|
|
121 | (2) |
|
Motivation as a Basis for Leading Effectively |
|
|
123 | (16) |
|
The Ongoing Search to Understand Effective Leading |
|
|
139 | (12) |
|
Toward an Integrative Approach to Effective Leading in Health Programs |
|
|
151 | (10) |
Chapter 5 Making Good Management Decisions |
|
161 | (42) |
|
|
162 | (1) |
|
Involving Other Program Participants in Decision Making |
|
|
163 | (3) |
|
Key Characteristics of Management Decisions and Decision Making in Programs |
|
|
166 | (2) |
|
The Decision-Making Process |
|
|
168 | (35) |
Chapter 6 Communicating for Understanding |
|
203 | (34) |
|
Communicating: Key to Effective Stakeholder Relations |
|
|
204 | (4) |
|
A Model of the Communication Process |
|
|
208 | (3) |
|
Barriers to Communicating Effectively |
|
|
211 | (6) |
|
Communicating within Programs |
|
|
217 | (5) |
|
Communicating with External Stakeholders |
|
|
222 | (4) |
|
Communicating When Something Goes Wrong |
|
|
226 | (11) |
Chapter 7 Managing Quality—Totally |
|
237 | (32) |
|
|
239 | (2) |
|
|
241 | (1) |
|
|
242 | (1) |
|
A Total Quality Approach to Managing Quality |
|
|
243 | (1) |
|
|
244 | (1) |
|
|
245 | (9) |
|
|
254 | (15) |
Chapter 8 Commercial and Social Marketing |
|
269 | (34) |
|
|
270 | (1) |
|
|
270 | (1) |
|
Commercial Marketing in Health Programs |
|
|
271 | (5) |
|
The Five Ps of Commercial Marketing |
|
|
276 | (12) |
|
Social Marketing in Health Programs |
|
|
288 | (1) |
|
Conducting Social Marketing Initiatives in Health Programs |
|
|
289 | (5) |
|
Ensuring the Success of Social Marketing Initiatives |
|
|
294 | (1) |
|
Ethics Considerations in Commercial and Social Marketing Strategies |
|
|
295 | (8) |
Appendix C: A Step-by-Step Social Marketing Process |
|
303 | (6) |
Chapter 9 Evaluating |
|
309 | (32) |
|
Program Evaluation Defined |
|
|
310 | (1) |
|
What Do Program Managers Evaluate? |
|
|
311 | (1) |
|
Program Theory and Logic Models |
|
|
312 | (4) |
|
Types of Program Evaluations |
|
|
316 | (2) |
|
The CDC Framework for Conducting Program Evaluations |
|
|
318 | (1) |
|
Standards in the CDC Evaluation Framework |
|
|
319 | (1) |
|
Steps in the CDC Evaluation Framework |
|
|
320 | (21) |
Index |
|
341 | |