Essentials Of Management And Leadership In Public Health

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Overview

Driven by recent events and new trends, public health training increasingly requires new and more advanced information—leadership and management skills drawn from business, industry, education, and government. This text offers basic foundation for students entering the field of public health management with a specific focus on developing knowledge and skills in the cross cutting competency domains identified by the ASPH.

Essentials of Management and Leadership in Public Health covers: An introduction and history of the field of public health management; The evolution of key leadership and management theories; The changing role of public health management professionals and key characteristics of a successful public health leaders; Key issues in the organization, financing and delivery of healthcare services; Fundamental concepts about the classic functions of management including economics, finance, marketing, strategy, administration, human resources, and community relations; and Modern approaches to leadership development, selection, retention and succession planning.

Looking for more real-life evidence? Check out Cases 1, 2, 5-10, 13, 15, 19-21 in Essential Case Studies in Public Health, Putting Public Health into Practice.

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Editorial Reviews

Doody's Review Service
Reviewer: D. Patrick Lenihan, PhD (University of Illinois at Chicago School of Public Health)
Description: This is a primer on management of public health organizations, including health departments and other agencies that make up the public health system. It covers basic management practices and concepts and addresses leadership from a management perspective.
Purpose: "The authors offer several goals for the book. The overall purpose is to demonstrate how management is integral to all public health programs. Given that most public health managers have little formal management training and often don't appreciate management as a separate discipline, the book goes a long way in making the case that good management is much more than common sense. Related goals are to expose readers to basic tools of public health management and to spark further interest in management theory and practice. "
Audience: Principal audiences are new managers of public health organizations, staff who aspire to management positions, others, like board members, who might want to be informed about what public health managers do (or should do) and experienced managers, perhaps with little formal management training, who need to brush up on their skills. Chapters are written by authors who have both practice experience and scholarly expertise in the field.
Features: The book takes a topical approach to management, covering several key aspects of management including strategic planning, conflict resolution, team building, finance/budgeting, and informatics. The strategic planning chapter is particularly useful as it covers a potentially arcane topic in a very approachable manner. The authors correctly recognize the essential nature of management is cross-cutting and integrative, and not just a combination of individual technical skills, but the topical nature of a book written by several authors results in some fragmentation and the topics are not well connected. One major gap is the lack of attention to staffing, one of the core management functions. Likewise, leadership, while introduced, never gets well defined or developed.
Assessment: Because management is such an eclectic topic, it is difficult for any one book of reasonable length to do justice to the critical elements in a given discipline and it is easy to get mired in technical detail or treat management from a narrow perspective. This book does a credible job of presenting key management concepts and practices to its intended audience and of stimulating them to pursue the additional details or a particular perspective through further study.
From The Critics
Reviewer: D. Patrick Lenihan, PhD(University of Illinois at Chicago School of Public Health)
Description: This is a primer on management of public health organizations, including health departments and other agencies that make up the public health system. It covers basic management practices and concepts and addresses leadership from a management perspective.
Purpose: "The authors offer several goals for the book. The overall purpose is to demonstrate how management is integral to all public health programs. Given that most public health managers have little formal management training and often don't appreciate management as a separate discipline, the book goes a long way in making the case that good management is much more than common sense. Related goals are to expose readers to basic tools of public health management and to spark further interest in management theory and practice.
Audience: Principal audiences are new managers of public health organizations, staff who aspire to management positions, others, like board members, who might want to be informed about what public health managers do (or should do) and experienced managers, perhaps with little formal management training, who need to brush up on their skills. Chapters are written by authors who have both practice experience and scholarly expertise in the field.
Features: The book takes a topical approach to management, covering several key aspects of management including strategic planning, conflict resolution, team building, finance/budgeting, and informatics. The strategic planning chapter is particularly useful as it covers a potentially arcane topic in a very approachable manner. The authors correctly recognize the essential nature of management is cross-cutting and integrative, and not just a combination of individual technical skills, but the topical nature of a book written by several authors results in some fragmentation and the topics are not well connected. One major gap is the lack of attention to staffing, one of the core management functions. Likewise, leadership, while introduced, never gets well defined or developed.
Assessment: Because management is such an eclectic topic, it is difficult for any one book of reasonable length to do justice to the critical elements in a given discipline and it is easy to get mired in technical detail or treat management from a narrow perspective. This book does a credible job of presenting key management concepts and practices to its intended audience and of stimulating them to pursue the additional details or a particular perspective through further study.
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Product Details

  • ISBN-13: 9780763742911
  • Publisher: Jones & Bartlett Learning
  • Publication date: 5/25/2010
  • Edition description: 1E
  • Pages: 180
  • Sales rank: 167,914
  • Product dimensions: 8.40 (w) x 10.80 (h) x 0.50 (d)

Table of Contents

The Essential Public Health Series

Prologue

About the Authors

Preface

Contributors

Chapter 1 Introduction Robert E. Burke Burke, Robert E. 1

Why Study Management? 1

What Is Management? 2

Public Health 3

Essential Public Health Services 3

Framework for the Book and the Study of Management 4

Chapter 2 Introduction to Management and Leadership Concepts, Principles, and Practices Kurt Darr Darr, Kurt 7

Introduction 7

Learning Objectives 7

Organizational Culture, Philosophy, and Performance 7

Management Theory 8

Management Functions and Decision Making 8

Classical Concepts 18

Contemporary Theorists 20

Integrated Perspective 20

Management Practices 20

Strategic and Operational Planning 20

Contingency Planning in Public Health 21

Managers as Negotiators 21

Nonjudicial Means of Resolving Disputes 22

Measuring Managerial Performance 22

Importance of Values 22

Chapter 3 Leading Public Health Organizations: Team Building, Reorganization, and Board Relationships Leonard H. Friedman Friedman, Leonard H. 25

Introduction 25

Learning Objectives 25

Teams 25

Importance of Teams in Public Health 26

Types of Groups and Teams 26

Improving Team Effectiveness 27

Team Characteristics 29

Nature of the Task 29

Environmental Context 30

Organization Design 30

Principles of Organization Design 30

Factors Influencing the Choice of Organizational Form 32

Forms of Organization Design 33

Governing Board Relationships 34

Roles and Responsibilities 34

Governing Board Composition 35

Managing Your Relationship with the Governing Board 35

Conclusion 36

Chapter 4 Strategic Planning and Marketing for Public Health Managers Leonard H. Friedman Friedman, Leonard H. 39

Introduction 39

Learning Objectives 39

Topic Presentation 39

Environmental Assessment 40

External Environmental Analysis 40

Internal Environmental Analysis and Value Creation 42

Strategic Choice 43

Mission, Vision, and Values 43

Strategic Alternatives 45

Strategy and Organizational Culture 47

Change Management 47

Conclusion 48

Chapter 5 Conflict Resolution and Negotiation in Healthcare Management Douglas G. Anderson Anderson, Douglas G. 53

Introduction 53

Learning Objectives 53

Conflict Resolution 54

The Causes of Conflict 54

Techniques for Conflict Resolution 54

Negotiation 57

The Concept of Negotiation 57

Negotiation Planning---Developing Preferences and Alternatives 57

Negotiation Strategy---Emphasis on Relationships Versus Issues 60

Negotiation Execution---Tactics 62

Conclusion 64

Closing Thoughts and Further Readings 65

Chapter 6 Finance and Economics Robert E. Burke Burke, Robert E. 69

Introduction 69

Learning Objectives 69

Basics of Healthcare Finance 69

Finance Health Care and Resource Allocation 70

Principles of Health Economics 71

Public Health Funding Sources 71

Federal Government Financing 72

Economics and Modeling of Public Health Systems 72

Measures of Health Status 74

Methods of Economic Analysis 75

Cost-Benefit Analysis 77

Measurement of Intangible Benefits 78

Opinions on Risk Are Not Mathematical 79

Willingness to Pay 79

Hypothetical WTP Survey Techniques 80

Conclusion 82

Chapter 7 Ethics and Professionalism in Public Health Kurt Darr Darr, Kurt 85

Introduction 85

Learning Objectives 85

Background 85

Healthcare Ethics 86

Relationship of Law to Ethics 86

The Manager's Personal Ethic 86

Organizational Philosophy and Values 87

Linking Theory and Action 90

Summary 92

Ethics in Practice 92

Codes of Ethics that Affect Public Health Management 92

Summary 95

Professionalism in Public Health 95

Ethical Issues in Public Health Management 95

Conflicts of Interest 95

Conclusion 100

Chapter 8 Informatics in Public Health Management Philip Aspden Aspden, Philip 103

Introduction 103

Learning Objectives 104

Public Health Information System Applications 104

Reporting Systems 104

Registries 106

Surveys 106

Electronic Knowledge Sources 107

Networks for Linking Public Health Professionals 108

Public Health Information System: The Needed Skill Sets 109

Using Databases: Medical Data Confidentiality and Privacy Legislation 109

Accessing the Data 110

Understanding Public Health Data Standards 110

Analysis Tools 111

Searching Electronic Knowledge Sources 111

Building and Managing Information Systems: Project Life Cycle 112

Information Technology Projects Are Challenging 113

Implementing Syndrome Surveillance Systems 114

Implementing Registries 114

Conclusion 114

Chapter 9 Managing Relationships and Effective Communication Robert E. Burke Burke, Robert E. 117

Introduction 117

Learning Objectives 118

Management Framework 118

Relationship Management 120

Primal Leadership 120

Taught Leadership 120

The Collective Process of Leadership 121

The Challenges of Managing Different Groups 121

Understanding and Communication 121

Conclusion 124

Chapter 10 Managing Complex and Culturally Diverse Workplaces Leonard H. Friedman Friedman, Leonard H. 127

Introduction 127

Learning Objectives 127

Workplace Diversity 127

Workplace Diversity Defined 127

The Legal Basis of Healthcare Workforce Diversity 130

Managing for Workplace Diversity 135

Conclusion 136

Chapter 11 Fundraising, Grant Writing, Budgeting, and Project Management Pam Larmee Larmee, Pam 139

Introduction 139

Learning Objectives 139

Principles of Healthcare Philanthropy 139

A Diverse Base of Funding Sources 139

Revenue Types 140

Philanthropic Trends 141

Fundraising Basics 141

Fundraising Staffing 143

Ethics 144

Transparent Budget 144

Project Management 145

Strategic Project Management 145

Setting Organizational Strategy 145

Conclusion 145

Chapter 12 Changing Role of Public Health Managers and Leaders Leonard H. Friedman Friedman, Leonard H. 149

Introduction 149

Learning Objectives 149

Leadership Principles 149

Leadership Roles and Power 150

Theories of Leadership 151

Trait Perspective 151

Behavior Perspective 151

Contingency Perspectives 153

Alternative Leadership Perspectives 154

Evidence-Based Leadership 154

Servant Leadership 154

Transformational Leadership 155

Emotional Intelligence and Leadership 155

Conclusion 155

Closing Thoughts and Further Readings 156

Index 159

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