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Managing the Public Health Enterprise

Author(s): Dr. Edward L. Baker, MD, MPH, Research Professor and Director, North Carolina Institute for Public Health, Gillings School of Global Public Health, University of North Carolina at Chapel Hill
Anne J. Menkens, PhD, Program Director, Office of Executive Education, The North Carolina Institute for Public Health
Janet E. Porter, PhD, Executive Vice President & Chief Operating Officer, Dana-Farber Cancer Institute, Deputy Director, Dana-Farber / Brigham and Women’s Cancer Center, Boston, Massachusetts
Details:
  • ISBN-13: 9780763763824
  • Paperback    202 pages      © 2010
Price: International Sales $98.95 US List
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Overview

In today’s busy public health workplace, public health managers need guidance on how best to fulfill the many roles they play, as leaders, administrators, fundraisers, and internal and external communicators.

This book will serve as an easily-accessible source of practical information for the public health manager, with chapters on such topics as:

  • How to be an effective coach to maximize your team’s performance
  • The essentials of effective partnerships and other relationships
  • How to create and sustain successful public health initiatives using business skills
  • How to run meetings, manage electronic correspondence, manage your relationship with your boss and otherwise keep the modern public health organization running smoothly

ShowTable of Contents

Section  1  Managing People
  Chapter  1  The Coach in You
  Chapter  2  Management Is a Team Sport
  Chapter  3  Creating Public Health Management Teams That Work
  Chapter  4  The Behavioral Event Interview: Avoiding Interviewing Pitfalls When Hiring
  Chapter  5  Employee Engagement
  Chapter  6  Managing a Diverse Workforce: The Manager's Impact
  Chapter  7  The Power of Positive Personal Regard
  Chapter  8  Promoting a Civil Workplace
  Chapter  9  Making the Most of Your Time
  Chapter  10  Emotional Intelligence in the Workplace
  Chapter  11  Creating Thought Diversity: The Antidote to Groupthink
Section  2  Managing Partnerships
  Chapter  12  Partnering Essentials
  Chapter  13  Humility and Technology to Foster Partnerships
  Chapter  14  Selecting Partners and Setting the Stage
  Chapter  15  Practicing Management and Leadership: Creating the Information Network for Public Health Officials
  Chapter  16  The Health Alert Network: Partnerships, Politics, and Preparedness
Section  3  Managing Communication
  Chapter  17  Meetings, Meetings, and More Meetings
  Chapter  18  Improving Your Presentation Skills
  Chapter  19  Managing in the Information Age: Preventing "Electronic Fatigue Syndrome"
  Chapter  20  Managing and New Web Communication Technology
  Chapter  21  Managing the Difficult Conversation
  Chapter  22  Managing the Boss
Section  4  Managing Business
  Chapter  23  Civic Entrepreneurship: Revenue-Generating Strategies for Government and Nonprofit Organizations
  Chapter  24  Business Planning for Public Health from the North Carolina Institute for Public Health
  Chapter  25  Business Process Improvement: Working Smarter, not Harder
  Chapter  26  Fundraising 101: Why Seek Private Funding?
  Chapter  27  Fundraising 101: Getting Started
  Chapter  28  Fundraising 101: Executing Your Plan
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ShowAbout the Author(s)

Dr. Edward L. Baker, MD, MPH-Research Professor and Director, North Carolina Institute for Public Health, Gillings School of Global Public Health, University of North Carolina at Chapel Hill

Edward L. Baker serves as Director of the North Carolina Institute for Public Health, the outreach and service unit of the University of the North Carolina Gillings School of Global Public Health.  He is also a Professor in the Departments of Health Policy and Administration and Epidemiology.  He previously served as Assistant Surgeon General in the U.S. Public Health Service and Director of CDC’s Public Heath Practice Program Office.  Initiatives developed under his leadership include the Public Health Leadership Institutes, the Information Network for Public Health Officials, the Public Health Training Network, the Sustainable Management Development Program, the Health Alert Network, the National Public Health Performance Standards Program, the National Laboratory Training Network, and the Management Academy for Public Health.  Previously, he served as Deputy Director of the National Institute for Occupational Safety and Health and on the faculty of Harvard School of Public Health’s Occupational Health Program. Currently, Dr. Baker is the Director of the National Public Health Leadership Institute and the Office of Executive Education within NCIPH. He serves as a senior advisor and faculty for the Caribbean Health Leadership Institute managed by the University of the West Indies. Dr. Baker trained in medicine at Baylor College of Medicine, in public health and occupational health at Harvard, and in preventive medicine and epidemiology at CDC. 

Anne J. Menkens, PhD-Program Director, Office of Executive Education, The North Carolina Institute for Public Health

Anne Menkens is a Program Director at the North Carolina Institute for Public Health Office of Executive Education. She has worked in public health education and research communications since 1997 and is responsible for the planning and implementation of Executive Education Alumni programs as well as writing and editing projects for the Institute. She is author, with Stephen Orton and Pamela Santos, of Public Health Business Planning: A Practical Guide. She holds a PhD from the University of North Carolina at Chapel Hill Department of English.
Additional Titles by this Author

Janet E. Porter, PhD-Executive Vice President & Chief Operating Officer, Dana-Farber Cancer Institute, Deputy Director, Dana-Farber / Brigham and Women’s Cancer Center, Boston, Massachusetts

Janet Porter has been a passionate advocate for leadership development throughout her career. She is currently the Executive Vice President and Chief Operating Officer of Dana-Farber Cancer Institute. Previously she served as Associate Dean for Executive Education for the School of Public Health at the University of North Carolina at Chapel Hill for seven years. Their leadership programs now have 1200 professionals in them. Before UNC, Dr. Porter was the Chief Operating Officer for Children’s Hospital in Columbus, Ohio, for nine years. She is on the faculties of the University of Minnesota, the University of North Carolina at Chapel Hill, Ohio State University and Harvard University. Dr. Porter received a BS and MHA from Ohio State University and a PhD in strategic management from the University of Minnesota. 

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