Health Program Management

BEAUFORT B. LONGEST, JR., PHD, is professor of health policy and management at the University of Pittsburgh Graduate School of Public Health. He has written eight books and coauthored three others. He is a fellow of the American College of Healthcare Executives and holds memberships in the Academy of Management, Academy Health, and the American Public Health Association.

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