Health Program Management From Development Through Evaluation.

Detalles Bibliográficos
Autor principal: Longest, Beaufort B., Jr
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated, 2014.
Colección:New York Academy of Sciences Ser.
Temas:
Electronic books.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Health Program Management: From Development through Evaluation
  • Contents
  • List of Figures, Tables, and Exhibits
  • Preface
  • Acknowledgments
  • The Author
  • Chapter 1: The Work of Managers in Health Programs
  • Key Definitions
  • Health and Health Determinants
  • Health Programs
  • Program Management
  • The Work of Program Managers in Terms of Core and Facilitative Activities
  • Core Activities in Program Management Work
  • Developing/Strategizing
  • Designing
  • Leading
  • Facilitative Activities in Program Management Work
  • Decision Making
  • Communicating
  • Managing Quality
  • Marketing
  • Evaluating
  • Roles Played by Program Managers: The Mintzberg Model
  • Interpersonal Roles
  • Informational Roles
  • Decisional Roles
  • The Gestalt of Program Managers' Roles
  • Competencies That Underpin Program Management Work
  • Conceptual Competence
  • Technical (Managerial and Clinical) Competence
  • Interpersonal and Collaborative Competence
  • Policy Competence
  • Commercial Competence
  • Managers' Use of Different Mixes of Competencies
  • Managing Health Programs Ethically
  • Respect for Persons
  • Justice
  • Beneficence and Nonmaleficence
  • Supporting Ethical Behavior in Health Programs
  • Managers and the Success of Programs
  • Appendix A: Example of a Health Program: The Global Health Program of The Bill and Melinda Gates Foundation
  • Appendix B: Example of a Health Project: The Mass General Care Management Project
  • Chapter 2: Developing/Strategizing the Future
  • Developing the Underlying Theory of a Program
  • Using Program Theory and Logic Models in Establishing and Maintaining Effective Stakeholder Relationships
  • Developing/Strategizing Activity
  • Situational Analysis: Determining a Program's Current Situation
  • External Situational Analysis
  • Internal Situational Analysis
  • Inventory of Desired Results
  • Reconsidering and Revising a Program's Current Situation
  • Reconsidering and Revising Statements of Missions and Objectives
  • Developing Operational Plans to Accomplish Missions and Objectives and Changes in Them
  • Assessing and Controlling Performance to Achieve Desired Results
  • Controlling Defined and Modeled
  • Budgets and Effective Control
  • The Link between Developing/Strategizing and the Performance of Programs
  • Writing a Business Plan
  • Planning for Interventions Undertaken by Programs
  • Chapter 3: Designing For Effectiveness
  • Creating Organization Designs
  • Key Concepts in Formal Organization Design
  • Division of Work and Specialization of Workers
  • Authority and Responsibility Relationships
  • Clustering or Departmentalization
  • Span of Control
  • Coordination or Integration
  • Application of the Key Organization Design Concepts
  • Informal Aspects of Organization Designs
  • Informal Groups within Organization Designs
  • Balancing the Informal and Formal Aspects of Organization Designs
  • Designing Program Logic Models

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