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Principles of Public Health Management covers the conceptual and theoretical foundations to the principles of management with an emphasis on public health and health settings.
This book is designed for students taking a course in the management of public health organizations and for existing professionals who need a resource at hand. The lessons in the book are built upon both classic and current management theory, but grounded in practical public health problem solving. Included are key managerial issues such as planning, organizing, controlling and leading, but the reader will also learn how to apply those issues to the population-based, values-based and policy-based environments of public health organizations.
Based upon a series of principles drawn from the authors' extensive experiences in managing public health organizations, each chapter discusses concepts and practices, with abundant examples illustrating how to apply them to actual problems. The authors say that the cardinal skills of managing a public health organization are "analyzing, motivating and decision making," while always having to "strike a balance between the preferred and the practical." Reading this book will begin the process of developing those skills.
The book organized in four parts:
1. Managing a Public Health Organization - All of the basics of management theory and practice apply to being a public health manager. But the particular demands of public health today (rapid change in the field, attention to community needs and having to accommodate values-driven priorities with practical realities) makes this a peculiar challenge.
2. Planning, Organizing and Controlling - These three classic management functions are an inevitable part of the tool-box for public health managers. This Part will demonstrate how to apply these tools in the public health environment.
3. Working with People - Every manager has to learn to work with people. The public health manager will find this especially challenging, given that they will be working with a workforce that is highly motivated to engage in public service, with community members who depend upon the work of the manager's organization, and with community leaders who have their own agendas and demands.
4. Leading and Making Decisions - Public health managers must be leaders of their organizations and will usually be called upon to be leaders in their community. This Part will review leadership theory and skills and how to apply them, particularly when the public health manager is called upon to become involved in governmental policy making, as most will. It ends by focusing the reader on "analyzing, motivating and decision making," the skills that will fill up most of their days.
Contents:
Part One - Managing a Public Health Organization
One - The Role of the Manager in Today's Public Health Organizations
Two - Staying Close to the Community's Needs
Three - The Public Health Organization's Mission: A Mix of the Moral and the Practical
Part Two - Planning, Organizing and Controlling
Four - The Strategic Management Cycle
Five - The Measurement of Output
Six - Designing Your Organization
Seven - Resource Controls
Part Three - Working with People
Eight - Human Resources
Nine - Recruiting and Retaining the "Best" People
Ten - Understanding Human Behavior
Part Four - Leading and Making Decisions
Eleven - Leading a Public Health Organization
Twelve - Involvement in Public Policy Making
Thirteen - The Three Cardinal Skills of Public Health Management: Analyzing, Motivating, Decision Making
Résumé
This title covers the conceptual and theoretical foundations to the principles of management with an emphasis on public health and health settings.
