Health Program Management

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