Managing Health Programs and Projects

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.

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