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Managing Health Programs and Projects

Book Description

This essential resource shows how to effectively organize, implement, and evaluate health programs and projects. Managing Health Programs and Projects clearly defines and describes the work of managers in health programs and projects. The book explores the decision-making process, defines the process of communicating, probes the fundamentals of program planning, explains budgeting, covers staffing for programs and projects, and explains how leaders motivate participants in health programs and projects.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. Contents
  5. FIGURES, TABLES, AND EXHIBITS
    1. Figures
    2. Tables
    3. Exhibit
  6. 05_for_carolyn.html
  7. PREFACE
    1. Acknowledgments
  8. THE AUTHOR
  9. CHAPTER ONE: MANAGEMENT WORK
    1. Health and Health Determinants
    2. Health Programs and Projects as Logic Models and as Organizations
    3. Program and Project Management
    4. The Work of Managers: Activities and Roles
    5. Managing Programs and Projects Ethically
    6. Managers and the Success of Programs and Projects
    7. Summary
    8. Chapter Review Questions
  10. APPENDIX A: EXAMPLE OF A HEALTH PROGRAM
    1. Connecting Lifestyle and Health: A Grassroots Program Reaches Out to a Specific Community Group
  11. APPENDIX B: EXAMPLE OF A HEALTH PROJECT
    1. National Standards for Culturally and Linguistically Appropriate Services in Health Care
  12. CHAPTER TWO: STRATEGIZING THE FUTURE
    1. What Is the Current Situation of Our Program or Project?
    2. In What Ways Do We Want Our Program or Project's Situation to Change in the Future?
    3. How Will We Move Our Program or Project to the Preferred Future State?
    4. Are We Making Acceptable Progress Toward the Desired Future State?
    5. The Link Between Strategizing and the Performance of Programs and Projects
    6. Business Plans
    7. Planning for Interventions Undertaken by Programs and Projects
    8. Summary
    9. Chapter Review Questions
  13. CHAPTER THREE: DESIGNING FOR EFFECTIVENESS
    1. Designing Logic Models
    2. Designing the Processes Component of Logic Models
    3. Creating Organization Designs
    4. Key Concepts in Organization Design
    5. Application of the Key Organization Design Concepts
    6. Informal Aspects of Organization Designs
    7. Summary
    8. Chapter Review Questions
  14. CHAPTER FOUR: LEADING TO ACCOMPLISH DESIRED RESULTS
    1. Motivation at Work
    2. Influence and Leading, Interpersonal Power and Influence
    3. The Ongoing Search to Understand Effective Leading
    4. Toward an Integrative Approach to Effective Leading
    5. Summary
    6. Chapter Review Questions
  15. CHAPTER FIVE: MAKING GOOD MANAGEMENT DECISIONS
    1. Decision Making Defined
    2. Involving Other Participants in Decision Making
    3. Characteristics of Management Decisions in Programs and Projects
    4. The Decision-Making Process
    5. Summary
    6. Chapter Review Questions
  16. CHAPTER SIX: COMMUNICATING FOR UNDERSTANDING
    1. Communicating: Key to Effective Stakeholder Relations
    2. A Model of the Communicating Process
    3. Barriers to Communicating Effectively
    4. Communicating Within Programs and Projects
    5. Communicating with External Stakeholders
    6. Communicating When Something Goes Wrong
    7. Summary
    8. Chapter Review Questions
  17. CHAPTER SEVEN: MANAGING QUALITY—TOTALLY
    1. Quality Defined
    2. Measuring Quality
    3. Managing Quality
    4. A Total Quality (TQ) Approach to Managing Quality
    5. Summary
    6. Chapter Review Questions
  18. CHAPTER EIGHT: COMMERCIAL AND SOCIAL MARKETING
    1. Commercial Marketing Strategies in Health Programs and Projects
    2. The 4 Ps of a Commercial Marketing Strategy
    3. Social Marketing in Health Programs and Projects
    4. Ethics in Commercial and Social Marketing Strategies
    5. Evaluating Commercial and Social Marketing Strategies
    6. Summary
    7. Chapter Review Questions
  19. EPILOGUE
  20. REFERENCES
  21. INDEX