Managed Care and Public Health
Author: Paul K Halverson
This book analyzes the effect managed care is having on public health. Managed care has moved to the forefront in wellness, prevention and health promotion——areas that were once exclusively the domain of public health. The authors use case studies to explore the areas where public health and managed care can work together and the areas where they have to compete.
Doody Review Services
Reviewer: Bernard J. Turnock, MD, MPH(University of Illinois at Chicago)
Description: Managed care strategies continue to expand into all corners of the American healthcare delivery system. At the same time, public sector responsibilities for health and community public health practice are also undergoing major changes. This book presents an extensive examination of the issues and opportunities that exist along the many interfaces between public health and managed care in this rapidly changing environment.
Purpose: Through an examination of these interfaces, critical problems and issues that require action can be identified and opportunities for collaboration and synergy seized. Such information will be critical for those attempting to manage care as well as those working to promote and protect the public health.
Audience: Administrators, managers, professionals, and other officials from both the private and public sectors will benefit from the insights and lessons provided in this book. Students preparing for future roles in the health sector will also find the book valuable.
Features: The book's most unique feature is the comprehensive treatment of its subject. The editors and contributors are highly credible authorities; they provide a thorough and thoughtful examination of key issues. There is, however, some unevenness in the treatment of the various topics and a fair level of duplication of themes and information. The book includes a very interesting collection of case studies that supplements and complements the topic-oriented chapters.
Assessment: This is an important contribution to thefields of public health and health services administration. Rather than merely viewing the ever-changing health sector in terms of the new challenges and issues that face public health on the one hand and managed care on the other, this book also presents the many opportunities accompanying these changes. These are important lessons for those in both managed care and public health organizations; they make this book a necessary addition for health science libraries everywhere.
Book about: Herbal Teas for Health and Healing or Specs
Field Guide to Project Management
Author: David I Cleland
One of the best-known authorities on project management, David Cleland developed this new edition for professionals who need a dependable, on-the-job resource to answer questions and solve problems as they arise. Field Guide to Project Management is unmatched in its wealth of reliable information on project management systems and its concise and accessible format, also making it the perfect volume to read cover to cover for a unique, up-to-date survey of the field. Every aspect of project management is addressed with practical explanations and advice by a who’s-who roster of expert authors who cover planning techniques, concepts, paradigms, processes, tools, and techniques.
Table of Contents:
| Sect. I | Project management | 1 |
| Ch. 1 | Strategic planning | 3 |
| Ch. 2 | The elements of project success | 14 |
| Ch. 3 | Why project management? | 28 |
| Ch. 4 | Implementing the project-management process | 42 |
| Sect. II | Project planning techniques | 55 |
| Ch. 5 | Practical tools for project selection | 57 |
| Ch. 6 | A comprehensive model of project management | 71 |
| Ch. 7 | Another look at life cycles | 88 |
| Ch. 8 | Putting together a work-breakdown structure | 103 |
| Ch. 9 | Tools to achieve on-time performance | 116 |
| Ch. 10 | Keeping the lid on project costs | 143 |
| Ch. 11 | Calculating costs and keeping records for project contracts | 159 |
| Ch. 12 | Developing winning proposals | 180 |
| Ch. 13 | Techniques for managing project risk | 202 |
| Ch. 14 | Building the foundation for project success - the statement of work | 219 |
| Sect. III | Project leadership | 245 |
| Ch. 15 | The tasks of project leadership | 247 |
| Ch. 16 | Making optimal use of the matrix organization | 272 |
| Ch. 17 | How to motivate all stakeholders to work together | 288 |
| Ch. 18 | Political strategies for projects and project managers | 305 |
| Ch. 19 | The role of senior management on projects | 313 |
| Ch. 20 | Building a high-performance project team | 325 |
| Ch. 21 | Motivating in the project environment | 343 |
| Ch. 22 | How to get the right message across | 353 |
| Ch. 23 | Negotiating skills for project managers | 368 |
| Ch. 24 | Integrating project-management skills for the future | 379 |
| Sect. IV | Project oversight | 405 |
| Ch. 25 | How to monitor and evaluate projects | 407 |
| Ch. 26 | Project-management software : a guideline for system selection and use | 426 |
| Ch. 27 | Effective project-management information systems | 448 |
| Ch. 28 | Total customer satisfaction | 467 |
| Ch. 29 | Project evaluation at lucent technologies | 481 |
| Ch. 30 | Project termination : the good, the bad, and the ugly | 503 |
| Ch. 31 | Implementing earned-value project management in ten easy steps | 521 |
| Ch. 32 | Legal considerations for project managers | 540 |
| Sect. V | Team management | 559 |
| Ch. 33 | New ways to use project teams | 561 |
| Ch. 34 | Energizing project teams | 575 |
| Ch. 35 | Concurrent product-development teams | 594 |
| Ch. 36 | Self-managed production teams | 609 |
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