Essentials of Management and Leadership in Public Health: . (Essential Public Health)

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.

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 United 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