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 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

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