Essentials of Management and Leadership in Public Health

by Robert E Burke, Leonard H. Friedman

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 Case s 1, 2, 5-10, 13, 15, 19-21 in Essential Case Studies in Public Health, Putting Public Health into Practice.

Product Details

ISBN-13:	9780763742911
Publisher:	Jones & Bartlett Learning
Publication date:	06/08/2010
Series:	Essential Public Health
Edition description:	1E
Pages:	180
Sales rank:	691,883
Product dimensions:	8.40(w) x 10.80(h) x 0.50(d)

About the Author

Robert E. Burke, PhD, is the Chair of the Department of Health Services Administration and Leadership and Director of the Wertlieb Educational Institute for Long Term Care Management at the School of Public Health at the George Washington University Medical Center (GWU) in Washington, DC. Within the School of Public Health and Health Services, he has a joint appointment in the Department of Health Policy. He is a medical sociologist whose areas of research and expertise are the development, evaluation, and management of health care policy. Prior to joining GWU, Dr. Burke held senior research positions at the Institute of Medicine, GAO, and the Health and Retirement Funds of the Unit ed Mine Workers and the Pepper Commission between 1989 and 2002 and again starting in 2005, he is a senior consultant to the Health Care Financing Administration (now the Centers for Medicare and Medicaid Services) directing the design of the new prospective payments systems for nursing homes and rehabilitation hospitals. He also directed projects that address health services research, finance, cost management effectiveness, and health care program evaluation, for both the public sector, i.e., State and Federal agencies, and for the private sector, i.e., for health care providers such as long-term care facilities, hospitals, home health agencies, and state and Federal agencies. He has a thorough knowledge of health systems management as well as the policy and program issues of Medicare, Medicaid and the other third-party health care payment systems. Dr. Burke has a Ph.D. in Medical Sociology from the University of Florida.

Leonard H. Friedman, PhD, MPH, is Professor and Director of the Master of Health Services Administration Program at The George Washington University Department of Health Services Management and Leadership

Table of Contents

Chapter 1 Introduction
Chapter 2 Introduction to Management and Leadership Concepts, Principles and Practices
Chapter 3 Leading Public Health Organizations: Team Building, Reorganization, Board Relationships
Chapter 4 Strategic Planning and Marketing for Public Health Managers
Chapter 5 Conflict Resolution and Negotiation in Health Care Management
Chapter 6 Finance and Economics
Chapter 7 Ethics and Professionalism in Public Health
Chapter 8 Informatics in Public Health Management
Chapter 9 Managing Relationships and Effective Communication
Chapter 10 Managing Complex and Culturally Diverse Workplaces
Chapter 11 Fundraising, Grant Writing, Budgeting and Project Management
Chapter 12 Changing Role of Public Health Managers and Leaders

Editorial Reviews

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.

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.