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Managing Health Programs and Projects

ISBN: 978-0-7879-7536-4
300 pages
June 2004, Jossey-Bass
Managing Health Programs and Projects (0787975362) cover image
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.
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Figures, Tables, and Exhibits xi

Preface xv

The Author xxi

1 Management Work 1

Health and Health Determinants 3

Health Programs and Projects as Logic Models and as Organizations 3

Program and Project Management 8

The Work of Managers: Activities and Roles 8

Managing Programs and Projects Ethically 24

Managers and the Success of Programs and Projects 30

Summary 31

Chapter Review Questions 33

Appendix A: Example of a Health Program 34

Connecting Lifestyle and Health: A Grassroots Program Reaches Out to a Specific Community Group

Appendix B: Example of a Health Project 37

National Standards for Culturally and Linguistically Appropriate Services in Health Care

2 Strategizing the Future 39

Conducting a Situational Analysis 41

Reconsidering and Revising the Logic Model 50

Developing Operational Plans to Accomplish Desired Results 53

Assessing Progress and Controlling Performance 56

The Link Between Strategizing and the Performance of Programs and Projects 63

Business Plans 64

Planning for Interventions Undertaken by Programs and Projects 66

Summary 72

Chapter Review Questions 74

3 Designing for Effectiveness 75

Designing Logic Models 76

Designing the Processes Component of Logic Models 82

Creating Organization Designs 84

Key Concepts in Organization Design 84

Application of the Key Organization Design Concepts 99

Informal Aspects of Organization Designs 104

Summary 108

Chapter Review Questions 110

4 Leading to Accomplish Desired Results 111

Motivation at Work 112

Influence and Leading, Interpersonal Power and Influence 128

The Ongoing Search to Understand Effective Leading 131

Toward an Integrative Approach to Effective Leading 140

Summary 143

Chapter Review Questions 144

5 Making Good Management Decisions 145

Decision Making Defined 146

Involving Other Participants in Decision Making 147

Characteristics of Management Decisions in Programs and Projects 150

The Decision-Making Process 152

Summary 182

Chapter Review Questions 183

6 Communicating for Understanding 184

Communicating: Key to Effective Stakeholder Relations 185

A Model of the Communicating Process 189

Barriers to Communicating Effectively 192

Communicating within Programs and Projects 197

Communicating with External Stakeholders 202

Communicating When Something Goes Wrong 209

Summary 214

Chapter Review Questions 215

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Beaufort B. Longest Jr. is M. Allen Pond Professor of Health Policy and Management in the Department of Health Policy and Management in the Graduate School of Public Health at the University of Pittsburgh. He also holds a secondary appointment as professor of business administration in the Katz Graduate School of Business, and is director of the University of Pittsburgh’s Health Policy Institute.
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Managing Health Programs and Projects fulfills the need for a clear and relevant book covering the most important elements of existing management theories. It provides an excellent overview for those who are either managing, or preparing to manage, health-related programs and projects.”--Carolyn E. Crump, research assistant professor, Department of Health Behavior and Health Education, University of North Carolina-Chapel Hill

“The most innovative and potentially highest value strategic plans and programmatic interventions will amount to little if they are not well executed. Managing Health Programs and Projects is an important resource for managers to use to sharpen their competencies in executing strategic and programmatic plans. Longest is very effective in linking the visioning and strategic planning processes with the tactical thinking, stakeholder management and measurement, and control, knowledge, and skills necessary for effective implementation.”--Douglas S. Wakefield, professor and head, Department of Health Management and Policy, University of Iowa

"I wish I had this book now. As someone who teaches both undergraduate and graduate health education and health administration students, I see applications and uses for both types of students in both subject areas. Longest proposes to take the best and most relevant parts of organization theory and design and meld them into project and program management in health care. He does so splendidly."--Peter Cruise, assistant professor of health services administration, California State University-Chico

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